中日合资企业的晋升管理及其启示  

Promotion Management of Japanese-Chinese Joint Corporation

作　　者：张彩虹[1] 

机构地区：[1]暨南大学管理学院,广东广州510632

出　　处：《暨南学报（哲学社会科学版）》2007年第4期46-51,共6页Jinan Journal(Philosophy and Social Sciences)

基　　金：教育部留学回国人员科研启动基金<影响技能人才形成的管理机制与心理行为研究>(批准号:35806001)

摘　　要：本文首先概述日本式晋升的多层次特点及其作用。然后通过案例分析发现中国环境下的广州本田的晋升是以资格管理制度为基础,职位晋升、资格晋升、职务晋升并存,引导员工重点关注能力提升的新型晋升机制。同时指出领导者行为和其他人事制度对这一机制具有重要的支持作用。结论指出该晋升模式对改变我国企业官本位的管理思想、提高自主创新能力等方面的借鉴意义。Promotion of Japanese style features multi-structures and motivation in a long time.In this paper, through our interview research and case study, we find that the promotion structures of Guangzhou Honda are composed of triple systems. The three systems are promotion to managerial hierarchies, promotion to ability-based ranking hierarchies and promotion to jobs. the first two types are available for career development for all of the employees. and the last type is specially adopted for line workers which can enhance their technical skills and work motivations .We also find the way of promotions to ability ranks based on Japanese style rank hierarchy system plays a main role in the structure because different ability rank is directly linked to the pay of each employee, and is also powerful in governing the authority from managerial hierarchies. Besides, it is demonstrated that the behavior of top leadership represents the exercise of the systems and other human resource management systems support this type of promotion structure. Finally, it is concluded that the Japanese style promotion is significant for Chinese companies to establish the ability basis promotion system that overcomes official-based management

关 键 词：晋升 职位晋升 资格晋升 职务晋升 资格管理制度 

分 类 号：F270[经济管理—企业管理]