Abstract
This paper investigates the changes in performance appraisal in Japanese companies, with a focus on the purpose of appraisals. It begins by critically reviewing existing literature on the purposes of performance appraisal, and then analyzes secondary data on the purposes of appraisal in Japanese companies, emphasizing that the purposes of appraisal should be congruent with Japanese-style management. It then reviews the concepts of performance management (PM) and shows how PM offers a useful framework for analyzing the expansion of the purpose of appraisal in Japanese companies. PM design is currently one of the hottest issues among researchers in the U.S. This paper also involves a case study on the expansion of purposes of appraisal, using the PM framework. Finally, it concludes that the purposes of appraisal in Japanese companies have expanded in a manner that is consistent with changes in Japanese-style management.
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Notes
- 1.
MAP evaluation rules out employees who are ranked in the lowest job grade and those engaged in routine jobs. They are evaluated by “Task Achievement Evaluation,” which involves simplified management by objectives. The principles for designing this system are the same as those for designing MAP Evaluation.
- 2.
The personnel department sometimes intervenes and checks the validity of the appraisal results. It can adjust the appraisal results for different departments.
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Fukui, N. (2015). Changes in Performance Appraisal in Japanese Companies. In: Kambayashi, N. (eds) Japanese Management in Change. Springer, Tokyo. https://doi.org/10.1007/978-4-431-55096-9_10
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