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The Performance-based Salary System and Personnel Management Reforms in Japan

Keisuke Nakamura

Chapter 9 in Human Resource Management in Ageing Societies, 2008, pp 157-174 from Palgrave Macmillan

Abstract: Abstract The term ‘performance-based salary system’ is at the centre of a hot dispute. Some people are quick to argue that companies should construct a mechanism able to cope with the challenges posed by an ageing workforce while at the same time enabling the organization to agilely adapt to ever-fluctuating market conditions. These proponents further maintain that the performance-based salary as opposed to the traditional seniority-based system indeed serves as one such mechanism, without which it would be very difficult to survive as a business in the face of ever-intensifying global competition. Other people counter that companies should not change the current salary system, which enables long-range planning in human resource development and at the same time fosters fierce competition among employees over skills development. The vague and aggressive overtones of the very term ‘performance-based salary system’ fuel emotion in an already heated debate.1

Keywords: Human Resource Management; Union Member; Labour Union; Ageing Society; Department Store (search for similar items in EconPapers)
Date: 2008
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DOI: 10.1057/9780230582750_9

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Handle: RePEc:pal:palchp:978-0-230-58275-0_9