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<Articles>HRM Practices for Japanese Cell Production
http://hdl.handle.net/10191/1307
http://hdl.handle.net/10191/1307d36f4fa4-ec88-42b3-b86c-25835b4440d0
名前 / ファイル | ライセンス | アクション |
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Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
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公開日 | 2007-04-23 | |||||
タイトル | ||||||
タイトル | <Articles>HRM Practices for Japanese Cell Production | |||||
タイトル | ||||||
言語 | en | |||||
タイトル | <Articles>HRM Practices for Japanese Cell Production | |||||
言語 | ||||||
言語 | eng | |||||
資源タイプ | ||||||
資源 | http://purl.org/coar/resource_type/c_6501 | |||||
タイプ | departmental bulletin paper | |||||
著者 |
Sakikawa, Takashi
× Sakikawa, Takashi |
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抄録 | ||||||
内容記述タイプ | Abstract | |||||
内容記述 | Cell production is a human-centric production method featuring team activities that has been employed by some Japanese manufactures since the mid to late 1990's. Case study reserch provided a wealth of information on the human or organizational and HRM (human resouce management) aspecs of this manufacturing method. To ensure the success of cell prodution, managers adopted HRM practices to extend the range of an operator's skills, to ensure task and goal interdependence among workers, to encourage operators to take part in continuous improvement activities, and to extrinsically and intrinsically motivate operators. A set of HRM practices like these - what I call the perfectly-tapping-potentiality HR system-was likely to generate high levels of QCD (Quality, Cost, and Delivery) manufacturing performance measures. To maintain cell production in Japan, managers needed to adopt this HR system together with the corresponding manufacturing strategy; that is, small-lot manufacturing of the latest high value-added products. | |||||
書誌情報 |
新潟大学経済学年報 en : 新潟大学経済学年報 巻 30, p. 1-29, 発行日 2006-01 |
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出版者 | ||||||
出版者 | 新潟大学経済学部 | |||||
ISSN | ||||||
収録物識別子タイプ | ISSN | |||||
収録物識別子 | 03857697 | |||||
書誌レコードID | ||||||
収録物識別子タイプ | NCID | |||||
収録物識別子 | AN00183258 | |||||
著者版フラグ | ||||||
値 | publisher |