Part I CASE 1
Chapter 1 3 Cases
Case 1 American and Japanese Firms
Case 2 Junior Staff and Middle Manager
Case 3 A Foreign Manager Working in Tokyo
Part II THEORY
Chapter 2 What Is the Problem?
2 Incomprehensible Issues
Dynamism of Job and Flexibility of Organization
Human Resources Management Response
Incentive and Skill Formation
Chapter 3 Work Gaps in Organization
Ambiguous Job?
Problems with Activities Outside of Job
Division of Job
Job Schemes and Pitfalls
Bloop Hit Phenomenon
Chapter 4 Job and Responsibility
General Understanding
Discrepancies between Job and Responsibility
Advance Responsibility and Post Responsibility
Disincentive Behavior
Chapter 5 Flexible Work and Behavior
Stabilization of Unstable Conditions
Formal Authorization Model
Flexible Cooperation Model
How to Retrieve Bloop Hits
Relationship of the Vertical and the Horizontal
Chapter 6 2 Territories for Job
Obligation and Expectation
Role, Choice, and Coordination
Chapter 7 Why Cooperate?
Incentive to Cooperate Amongst Colleagues
Free Rider Problem
Unconscious “Give and Take”
Individualism and Contexualism
Competition for “Advantageous job”
Regarding Formal Evaluation
Evaluation and Reputation
2 Types of Human Resource
Chapter 8 Wage and Productivity
White-collar Productivity
3 Patterns of Individual Productivity
Wage Structure
Chapter 9 How to Select People
Selection Structure
Promotion Mechanism
Entrance and Graduation Systems in Promotion
Job Transfer as Horizontal Posting
Part III IMPLICATION 147
Chapter 10 Analysis of 3 Cases
Case 1 American and Japanese Firms —Differing Work Systems
Case 2 Junior Staff and Middle Manager —Understanding of Long Term Management
Case 3 A Foreign Manager Working in Tokyo —Vews of How Japanese Work
Implocations:Cleary Defined Human Resource Management in Japan
Chapter 11 Direction of Human Resources Management in Japan
Hidden Characteristics of Japanese Human Resources Management
Change in Japanese Human Resource Management and Employment System
Direction of Japanese Human Resource Management
