The exact adresovannost of the control methods used by Japanese managers for stimulation of a personal factor of productivity to the specified welfare features limits possibilities of loan of Japanese experience entirely or in the most essential parts, possibility of reproduction of the corresponding methodology in other situation and with other human materials.
These opportunities belong not only to the sphere of fight for improvement of quality that Japanese experience presents also other instructive lessons of which does not prevent to think. Also the measures limiting turnover of staff, and a combination of rigid labor discipline to openness in both directions of lines of communication between heads and subordinates with independence of local work collectives, and close coordination of position of workers with position of the enterprise and so on mean.
Thus, it is possible to reveal a conceptual basis of control over the personnel in Japan which is supported by usual readiness of the individual for strict implementation of obligations before senior, younger, equal by situation and especially before collective and which all components work for strengthening of labor motivation.
Now, when it is headed for the world use of a human factor in providing not simply single, isolated though sometimes and sensational economic achievements, and steadily high efficiency of all spheres of a social production, radical reconstruction of the mechanism of labor motivation in our country has to become one of priorities of economic strategy.
systematic work with the managerial personnel, with a reserve for promotion which has to be under construction on such organizational forms as planning of business career, training of candidates for promotion according to individual plans, rotational movement of heads and experts, training on special courses and training at the corresponding positions;
strengthening of HR departments by qualified specialists, increase of their authority in this connection there is actual a creation of system of training of specialists for HR departments, their retrainings and professional development;
Carefully developed and it is flexible, the methods of labor motivation which are in due time put into circulation promoted expansion of scales of production at the Japanese enterprises, to increase of labor productivity and finally creation of commodity and service abundance in the market. Underlining of the status of workers as consumers turned into a powerful method of labor motivation. And the sphere of personal consumption showed to the sphere of production rather differentiated and literally draconian requirements to the range, a range and quality of its material and real and non-material production.
Therefore beginners, first of all, are passed via the mechanism of industrial training with rotation on different types of their professional profile for detection of tendency, the best compatibility with this or that of these types, and only after passing of a course the direction for a certain work follows.
The lion's share of rationalization activity is the share of efforts on high-quality improvement of products and an invaluable contribution to this improvement make special groups of quality.
Today significantly conditions in which the HR department develops changed. These changes are connected with transition of steady deficiency of a manpower in time to their surplus. The best use of shots, their optimum distribution on workplaces, increase of load of each member of collective become the main reserves. Reduction of number of the personnel – the most important lever of increase of production efficiency at the first stage of transition to market economy.
Reduction of number of workers has to be compensated by bigger intensity of work, so, and higher qualification of the worker. In this regard responsibility of HR departments increases in a choice of the directions of qualification growth of workers, in increase of efficiency of forms of education and stimulations of their work.