@article{oai:bunkyo.repo.nii.ac.jp:00003843,
 author = {三木, 佳光},
 issue = {1},
 journal = {文教大学国際学部紀要, Journal of the Faculty of International Studies Bunkyo University},
 month = {2002-07-01, 2011-11-29},
 note = {Though it's written in the business text-book that the current HRM (Human Resource Management) philosophy has been based on the concept of "Pay for Performance" in the 21th century, will it be the best one of HRM in Japanese companies?
In the increasingly competitive environment, almost all firms in Japan have recognized the need for higher levels of performance appraisal for pay system in HRM.
　Pay for Performance is the process through which companies ensure that employees are working toward organizational goals. This certainly serve as one of the means available to organizations to gain competitive advantage.
　No matter how well pay programs for performance appraisal system are designed, they will not be effective if improperly implemented. Specifically, individuals should perceive a strong relationship between their performance and the rewards they receive. If rewards are not allocated completely on performance factor, which is heavily influenced by the accuracy and fairness of rating that managers supply, employees are likely to reduce their efforts.
　Japanese companies are chiefly responsible for implementation. They must complete the rating and provide feedback to employees. Furthermore, when "Diversity Competency Model for Individuals" is used, the companies must collaborate with employees to set performance goals.},
 pages = {27--50},
 title = {今、何故、成果主義か},
 volume = {13},
 year = {}
}