Adjustment of human resource policies in Japanese companies

Article Abstract:

Certain changes were observed in the traditional human resource policies of Japanese companies when economic growth stalled in their country during the 1990s. Large firms incrementally adapted their employment practices, adding more focus on internal employment flexibility instead of termination-based external flexibility. However, internal flexibility was not possible among small and medium-sized firms although they dismissed their workers fairly through additional retirement benefits and job search assistance. Moreover, meritocracy was introduced in many organizations, with wages, promotion and status increasingly linked to employee performance. Changes were also observed in contractual relations and the relevance of educational credentials. Despite these findings, it is not clear as to whether more shifts should be expected in the years to come.

Economic aspects, Japan, Human resource management, Organizational change

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A perceived uncertainty model of human resource forecasting technique use

Article Abstract:

A model is developed to explain and predict the use of human resource forecasting techniques by organizations. The model employs uncertainty theory and a previously developed model of human judgment. The forecasting technique use model predicts that: (1) moderately low uncertainty will allow the use of sophisticated human resource forecasting techniques, (2) moderately high uncertainty will limit the use of sophisticated forecasting techniques, (3) low uncertainty will accompany the lowest use of forecasting techniques, (4) large organizations tend to use sophisticated forecasting techniques, (5) scarcity of labor supplies will encourage the use of forecasting techniques, and (6) when a decision-maker's perception of uncertainty changes, so will the forecasting technique used.

Models, Forecasts and trends, Human resource planning, Labor supply, Labor force, Human capital, Employment forecasting

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