| 作成者 |
|
| 本文言語 |
|
| 出版者 |
|
|
|
| 発行日 |
|
| 収録物名 |
|
| 出版タイプ |
|
| アクセス権 |
|
| 関連DOI |
|
| 関連DOI |
|
|
|
| 関連URI |
|
|
|
| 関連ISBN |
|
| 関連HDL |
|
| 関連情報 |
|
|
|
|
|
| 概要 |
In this paper, I analyze the changes which occurred in employment relations in large Japanese banks. It is important for managers to consider different needs among various stakeholders in order to bri...ng forth a sustainable working place. In the heydays of the Japanese economy, the Japanese banking sector was characterized by its employee-centric management. This brought much inefficiency in Japanese banking and resulted in lower performance. Such management practices changed substantially after the mid-1990s. Shinsei Bank is a typical case that demonstrates the drastic change from employee-oriented to shareholder-oriented management. After US investors acquired a failed bank, they pursued short-term profits in order to maximize shareholders' interests. This short-term objective not only damaged the trust relationship among employees, but also impaired the long-term relationship with the bank's customers. Based on my observation, I further discuss what happened in the workplaces of Japan's banking sector and whether the workers there are at the mercy of new economic reality.続きを見る
|
Mendeley出力
