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Abegglen achieved advantages of Japanese amae authoritarian automation basic Chapter close-knit communities collective defense company's concept of groupism concern created democratic developed disadvantages of Japanese Edo period employee loyalty employee's employment stability enterprises factors feudal groupistic management practices groupistic value orientation harmony Heian period hired holism horizontal labor market individual's industrialized countries Japan as Number Japanese companies Japanese Fascism Japanese firms Japanese industry Japanese management practices Japanese management system Japanese management's Japanese society Japanese-style management job rotation Keiei labor unions large corporations large Japanese large number lifelong employees lifelong employment ment modern organizations myth of Japanese needs negative effects omikoshi management participative elements paternalistic management personal management personnel practices postwar evolution theory practices of Japanese production recruitment reform Ruth Benedict Sangyo Shakaigaku Kogi seniority-based hierarchy seniority-based rewards small-group social subcommunity Takeo Doi term groupism tion Tokugawa Ieyasu Tokugawa shogunate Tokyo Vogel whole workers workplaces World
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