出版社：Japan Institute for Labour Policy and Training
摘要：It is believed that not until Company A, a major domestic electronics
manufacturer, introduced a performance-based pay system called ¡°Seikashugi¡±
that the word first drew attention in Japan.1 At the time, Company A was
attempting a major change in their line of business from hardware manufacturing
to software development and sales. In the software development business an
engineer¡¯s skill greatly influences productivity, occasionally boosting it 200
fold in a single month, and at the time their management benefits system had
reached its limit. Through technological innovation centered on ICT, they
attempted to change wage distribution rules. There was a major turning point
in the personnel system reforms of Company A with the concept of a salary
based on performance instead of working hours.
