Apr. 15, 2003
人事評価と賃金格差に対する従業員側の反応―ある製造業企業の事例分析―
Employee Attitudes toward Personnel Evaluations and Intrafirm Wage Differentials -The Case of a Japanese Manufacturing Company-
要旨Abstract
本稿では、製造業企業A社の労働組合員の意識調査から得られた個票データを用いて、人事評価や賃金格差に対する従業員の反応を分析した。はじめに、A社の企業組織、人事制度、労資関係の特徴を明らかにした。次に、連合組合員に対して実施したのと同一質問によるA社労働組合員調査の概要を説明した。そして、①主観的賃金格差、②主観的賃金格差と客観的賃金格差との対応関係、③人事評価結果に対する紊得度、④労働意欲という４つの論点に焦点を絞り、以下の点を明らかにした。第１に、A社では目標面接を含む自己申告制度が実施されているが、それは賃金格差を認知させる機能をもたない。第２に、客観的賃金格差は実際にはそれほど大きくないのに、自分の賃金ランクは平均よりも低いと認識してしまう人が多い。第３に、A社では人事評価に対する紊得度が低いが人事評価結果に関する説明を上司が行えば紊得度が上昇している。第４に、人事評価に関する情報開示や格差の認知は、A社の場合には労働意欲に無関係か、または上昇させる傾向にあり、モラールダウンを引き起こしていない。
Using data derived from a survey of a sample of union members in one large manufacturing company, this paper reports on an investigation of employees' attitudes toward personnel evaluations (Satei) and wage differentials within the firm. The paper begins with a detailed analysis of the company's organizational structure, human resource management system, and labor-management relations. Next, the survey methodology and the data analysis are discussed. The analysis deals with four general issues : (a) how employees perceive the appraisal process ; (b) the correspondence between employees' perceptions of their relative rankings in the wage distribution and their objective positions in that distribution, (c) the process of gaining employee acceptance of and consent to the evaluation, and (d) the effects of the appraisal and the sharing of information concerning it on employee work effort and motivation. The principal findings are as follows : Because the personnel assessment ---a kind of management-by-objectives system--- does not inform employees of their relative standing in the wage distribution of the firm, it is a source of uncertainty and anxiety for them. Employees tend to perceive their wages to be lower than those of comparable coworkers, even when no actual wage differential exists. Such perceptions result in negative employee attitudes toward the entire appraisal process. The evidence suggest, however, that when managers make a serious effort to consult with subordinates about the appraisal, explaining the ratings and the reasons for them, employees are more comfortable with the outcome and accepting of the process. Due in part to the improvement in attitudes, the information-sharing consultations produced some increase in employee work motivation and effort. This finding is consistent with organizational behavior theories that stress the importance of perceived "procedural justice" on work motivation. It is contrary, however, to incentive theory in personnel economics, which would predict a negative effect of information leakage on work effort.
書誌情報Bibliographic information
Vol. 52, No. 2, 2001 , pp. 143-156
HERMES-IR（一橋大学機関リポジトリ）: https://doi.org/10.15057/21832
JEL Classification Codes: J31, J51
