China

15 Chapter International Human Resources Management

    • Human Resources Labor Management

      P. F. Drucker also known as the Management father once said that, "Management is a dynamic existence that gives life to the business, without production leadership, production resources remain in resources, production is not done" in the book (P · F · Drucker, written by Yoshio Ueda "Condition of Change Leader" Daiichimondo, 2000).

       

      How can we build management adapted to the environment such as climate and infrastructure situation, national character, culture in the field where the success factor of international human resources management lies?

       

      On the other hand, there is an essential nature that cannot be changed in HR management. That is "educating talented people with a vector and organization". If you deviate from this essence, you cannot manage unified human resources as a company, and international management will also fail.

       

      It is not an exaggeration to say that companies' growth is determined by the human resources as indicated by the word "companies are people" because securing talented people, there are ways to bring out excellent talent from the outside and educate talented people within your company.

       

      Considering essential personnel management, it is necessary to consider personnel management into four themes: recruitment, wages, evaluation, education.

       

      It is effective to look at personnel management in China from these four perspectives.

       

      Hiring is external procurement of personnel, wages, evaluations and education are related to internal personnel training methods. Among them, the point of personnel management is to build wage design and assessment system design to foster education as one personnel management function.

       

       

       

    • Setting of unified evaluation criteria

      It is necessary to have standards to evaluate the employees whether they are able to act accordingly as a personnel labor management of the company and it is important to have the feedback evaluation results of the employees because the feedback evaluation is to express the direction of an individual as the employee in a company.

       

      For feedback, for example, "Our company is a company that evaluates ○ ○ but you are not enough for ○ × because of xx so your rating is △ △", what is missing It can be said that it is desirable to communicate concretely whether it is. If this feedback function is not sufficient, we cannot respond to requests for wage increase from Chinese.

       

      The construction of the evaluation system begins with clarifying the role of the personnel such as, "What kind of human resources are idealized and evaluated as a company?" This will determine the evaluation based on the organization and this will reflect the actual role of the personnel. Also it will help to improve the growth of the employee.

       

      It may looks that the evaluation system is only for increasing the employee’s retention rate but it does not necessarily mean that the employee are required to do what it says on the feedback evaluation. It gives an insight for the employee that is why we have to focus more on the feedback evaluation for the employee to know what is doing is right.

    • Employment and wages

      After a Japanese company establishes a company in China, it becomes necessary to recruit local workers according to the scale of activity.

       

      In China, it is difficult to keep a highly standards person for reasons such as expecting high salary increase rate and liquidity of human resources. In order to keep a good employee, among them, we need to carefully devise measures for the following items.

       

      · Clarification of management philosophy

      · Clarification of carrier image

      · Confirm labor-related legal system

      · Confirmation of precautions before adoption

      · Confirmation of attention points after adoption

       

      To clarify the management philosophy it is to indispensable way to keep a good and qualified employees. To adopt it, it is necessary to create an organizational charts in a company to clarify the types and role of the work of an employee so that job seekers can know what they are facing.

       

      It is also important to tell that there are possibilities that Chinese employees employed at the site may become executive candidates. In adopting candidate executives, it is important not only to explain the details of the business and products, but also to convey the attractiveness of the company. It is necessary to clearly explain the specific corporate philosophy and the overall business plan of China based on it and to tell what kind of company it aims for.

       

      The Chinese emphasize their own career that is why many Chinese change their jobs, looking for an environment that they can grow rather than working long in a company where you are uncertain. For Chinese job seekers, it is important to explain that the company is a growing environment company.

       

      The qualification system is a system of dividing workers into groups according to various standards such as position, type of work, ability.

       

      Basically employees in the same group are given the same level of compensation because of the hierarchy of each group, workers can clearly image the promotion group.

       

      By explaining the applications about the qualification system, it is necessary to ensure that the candidates can imagine that their careers will grow even though the companies don’t have qualification system.

       

      When a company starts recruitment activities whether depending on the region, it is obliged to report the effect on the administrative department for example, Tianjin Municipalities is necessary to consult a local government office that has jurisdiction over the site before starting recruitment activities locally.

       

      When recruiting workers, we will check whether there is a record of discrimination within the contents of the application guidelines due to in China, the discrimination should not be done.

       

      In China, the family cannot move freely that is why to adopt a person who does not live with the family, it is necessary to obtain permission from the local labor bureau.

       

      In recent years, if the conditions are satisfied, you can also move the registration of your family freely, but the procedure becomes complicated. However, workers who have a work residence certificate are treated equally as those who have a local family register even if there is no family register on the site. Since the machine residence certificate cannot be acquired unless it is an excellent person who meets certain criteria in skills, biographies, etc., it becomes a hiring standard.

       

      In China there are many cases that spoof your career. It is necessary for job seekers to submit an official certificate. Being attentive is necessary because there are cases where there are forgery on the official certificates.

       

      In China, there is internet service for inquiries about degree and academic certificate. For details, please refer to the website of NPO JAFSA (International Educational Exchange Council)

    • Wages, bonuses

      In order for employees to grow in-house, it is important to create a system in which wages, evaluations, and education are united.

       

      In the wage system, there is an important role to support the image of the company on what goal they want to reach. Chinese employees share their salary then, some employees think that "why is my salary lower than other colleagues?" If such employees are dissatisfied that they are "unjustly appreciated" and the bad mood spreads to the workplace, it will lead to a drop in the morale of the entire company.

       

      What is important when setting up the wage system is the high level of transparency and whether the message as a company is put in how to distribute wages?

       

      Companies that are growing over the long term have been able to share the company's philosophy with employees and will always evaluate employees who have practiced it. Even though it contributes to sales and performance in the short term, special attention is required because some employees disrupt the growth of long-term organization.

       

      Therefore, it is effective to conduct distribution and treatment based on the concept of "Roku" and "Case".

       

      Human resource management method and organization theory is an academic development that developed from discussing how to move people and win victories during wartime. People who do not have the ability as a superior administrator given only "Roku" even if they do the same in warfare, those who have high abilities as administrators are given the benefit.

       

      This way of thinking can also be applied in the modern evaluation system where distribution of wages is a short term objective in the evaluation system because distributing the amounts that contributes the sales and earnings over period of time will reflect the performances of an employees which resulted as bonuses.

       

      It is important how to decide the case (position / basic salary) against this. We should develop human resources and organizations that can make long-term contributions, not short-term contributions to the company, and place human resources who can grow the company by involving subordinates and the surroundings in an important position.

      In China with a strong individual orientation, although it tends to evaluate with performance-oriented technology in any case, from the long-term point of view, it is not enough.

      For example, consider Mr. A who has high short-term evaluation and low long-term evaluation items and Mr. B who has a short-term evaluation low and long-term evaluation high. In this case, Mr. A will be paid a lot of performance bonuses and bonuses, but he will not raise basic salary or appoint himself to his position, and he will not raise his position allowance. On the other hand, Mr. B raises the base salary and raises the position allowance, although the performance allowance and bonus are lower than the one of A's.

       

      In this way, it is important to clarify what kind of company the company is seeking over the long term, and to distribute wages according to that policy.

       

      Japanese companies are said to have lower wages than Western companies. In average, Western companies are more than twice as expensive. There are research companies offering payroll data for each position for Japanese companies and companies in Europe and the US for a fee. While question remains in the truth of information, we need to recognize that such information is also taken into consideration as a criterion for Chinese enterprises selection, regularly examine the market quotation and review the company's salary level . There is no big difference in bonus rates between Japanese companies and Western companies, but in state-owned enterprises in China there are 25% of companies that pay bonus for five months. On the other hand, in a private enterprise in China, 20% of companies pay bonuses for two months or more, and about 40% of Chinese private enterprises pays bonus for one month. It can be said that the difference in working conditions between state-owned enterprises and private companies is large.

    • Problems of personnel evaluation system

      ■ Changes in the business environment

       

      Business models that Japanese companies have taken in emerging countries such as China make use of cheap labor of emerging countries and export them to the markets of developed countries such as Japan was central. Therefore, it should have been able to manufacture the quality equivalent to that manufactured in Japan in China cheaply.

       

      From 2008 onwards, the movement of Japanese companies to see China as a market accelerated as the Chinese industry switched from export type to domestic demand promotion type and the Chinese income level rose. From 2010 onwards, China is growing to become the market of the world itself.

       

      Many Japanese companies entering China are aiming for domestic sales in China. Therefore, while maintaining the quality as a Japanese company, it is necessary to provide product creation and service in price range suited to China.

       

      ■ Differences in worker awareness

       

       In China, attention should be paid to differences from the idea of ​​a lifetime employment career plan in Japan where excellent candidates are constantly seeking career advancement and shifting to a workplace with better conditions. More than a certain level of office is Japanese, but, motivation cannot be maintained.

      Furthermore, labor disputes in Japanese companies are increasing in China. It is caused by dissatisfaction of workers who feel that wage rise corresponding to China's boom is not properly done. Due to the sudden rise in personnel expenses, there are cases in which a newcomer develops into a labor dispute because the new salaried employee gets higher than the employee who joined the company earlier. Originally the Chinese are strongly self-assertiveness and self-evaluation is also high, so we will firmly maintain our own legitimacy and advantage. On the other hand, Japanese people are citizens who are not good at negotiating things, as you can see from the low degree of diplomatic power in the international community. As a result, in many cases, Japanese companies often lose the strong assertions of the Chinese, and as a result there are cases where it is inevitable that they accept high pay and salary increases as Chinese insist.

       

      ■ Difference in corporate personnel evaluation system between Japan and China

      The fundamental personnel evaluation system differs between Japan and China.

      As for the evaluation system in Japan, "Your evaluation is ○○, so your salary is ○○" Therefore, it is common for the boss to evaluate his / her subordinates and the subordinates follow their evaluation results.

      Meanwhile, it is common for employees to self-evaluate in China and negotiate with the company. In other words, employees will actively appeal to the company, saying "I did this thing this season, so please pay salary." Regarding the pay raise standards, it is also required to adopt capability evaluation and performance evaluation, that is, adopt criteria that emphasizes achievement results from seniority.

       

      In order for Japanese companies to succeed in China, how to differentiate themselves from Chinese enterprises and companies in other countries as Japanese companies while adjusting to the Chinese market. How to make the personnel system that supports difference.

       

      In recent years, more companies have adopted a personnel system to clarify the scope of work in China and to evaluate within the scope of their work. The important thing here is that the unfairness situation in which employees with the ability to promote are forced to take a low position without being promoted due to sex or race)

       

      If the Chinese are made aware of standards of wage amount determination and standards for personnel evaluation, if they respond with reasonable nature, it will not be possible to raise wages in a manner pushed by Chinese self-assertion. Also, clarifying the evaluation criteria will also give peace of mind to Chinese workers, resulting in the avoidance of labor dispute risks and the establishment of Chinese workers in companies as well.

    • Rating system

      In order to establish the evaluation system it is important to decide the following three.
       
       

       

      ■ Evaluation object

      The decision to evaluate is to decide what to evaluate. It is the most important of the decisions. The definition of what to evaluate is to indicate the direction the employee should grow and to clarify the person's image that the company is seeking to achieve the goal. It is particularly important from a long-term perspective, and it also serves as the basis for deciding promotion.

      Chinese people based their standards through the job position. Many people tends to be pride if they get promoted to high position.

      Since objectivity is required for evaluation, things that can be quantified are selected as evaluation targets, and qualitative targets are sometimes missed. It is important to evaluate from both viewpoints of quantitative indicators (outcomes, actions, etc.) and qualitative indicators (thinking etc.).

       

      ■ Measurement method

       

      The determination of the measurement method is to decide who should evaluate the evaluation object. Usually, it is the boss to evaluate your subordinates. Because there is a possibility that evaluation can be done subjectively only with the evaluation from the boss, there are increasing number of companies adopting viewpoints other than boss such as 360 degree evaluation. It is also effective to clarify the difference between recognition of yourself and your boss and to introduce self-evaluation to encourage progress.

       

      Distribution method

      Determining the distribution method is to decide how much to distribute outcomes to employees. At the company level, it is to decide the target value of labor share as overall wage management, and at the individual level it is deciding how much to reflect the assessment to salary etc.

       

      In this way, the determination of the evaluation object, measurement method, distribution method is the basis for building the evaluation system.

    • Performance-based evaluation

      At present, personnel evaluation in China is mainly performance-based. A new human generation born after the enforcement of one-child policy of twenties to thirties called "Burlinghoe" (Burinlinho) or 90 (Deuterinho) which is positioned as an emerging force is emerging. They acquire new values, ways of life, ways of thinking, they tend to welcome performance-based, and it also matches the national preference of Chinese people. The point of creating a personnel evaluation system tailored to China is to utilize this performance principle. Especially, it is effective to evaluate achievements and actions based on individual clear targets. Because Chinese tend to want to know the basis of their evaluation results, it is important to use indicators that can be quantified as much as possible.

       

      Originally, performance-based system consists of process (competency) and result (goal management). Failure in Japan is based on dissemination with erroneous recognition that performance - based and result - based are equal. As a result, emphasis was placed on short-term outcomes, neglecting the process (competency) at long-term span, and raising the problem of making it easy to create non-cooperative employees who run individualism.

       

      As a precautionary point of evaluation based on clear goals, be sure to evaluate based on the result, not to reflect expectations in the evaluation. As a mistake that Japanese managers tend to commit, adding expectation to evaluation and deciding salary amount can be mentioned. If raised to employees salary increase is just as good as their achievement. In other words, if the Chinese feel that their performance has been acknowledged, they will not change their behavior afterwards. If there are points to fix, you need to provide clear feedback. Less principles can not pass in China.

       

      It is effective to evaluate items of outcomes based on the results, and at the same time to indicate clear targets for acceptance when employee's requested amount is higher than personnel evaluation.

      For example, if the company provides a salary increase of 300 yuan to a Chinese employee whose current monthly salary is 2,000 yuan, but the employee himself requests a monthly salary of 2,600 yuan, "If the monthly salary is 2,600 yuan In order to do, please ○ ○, we will set 2,600 yuan if we can do ○ ○ "concrete goal is set up, and it will be convincing evaluation by connecting with concrete goal and action as the company can do. Originally, it can be said that it is more desirable to pay for such results, such as bonuses and performance allowances.

       

      Evaluating only with performance-based principles is likely to invite job hopping and money alone. In order to differentiate itself from companies in other countries as a Japanese company, pursuit of management philosophy is necessary. To that end, it is necessary to create a system to spread management philosophy to each and every one of our employees.

    • Intentionality evaluation

      Evaluation system plays an important role in building an educational system. It has been adopted by many companies until now that change in accordance with the business environment and circumstances at the time.

       

      Human behavior depends on the way of thinking (orientation). What kind of behavior is to be done depends on what kind of way of thinking? (Intentionality).

       

      According to this idea, there is no need to prescribe the behavior by itself, if the direction causes it conforms to the corporate philosophy, it should be able to take the action according to the business environment. This can be said as a way to supplement the weaknesses of the competency model.

       

      In order for Japanese companies to differentiate themselves from other companies in China, it can be said that introducing intentionality evaluation is effective.
       
       

       

      Many companies already incorporate qualitative objectives that are intentional in the evaluation items. However, quantitative targets are more important than qualitative targets. This is because qualitative targets, which are difficult to quantitatively measure, tend to be disregarded as evaluation targets because objectivity is regarded as important in the evaluation system.

      Furthermore, in cases where the evaluator has poor ability to manage and evaluate with qualitative objectives, and because the evaluator himself does not sufficiently understand the significance of the qualitative objective, correctly evaluate the qualitative target and feed it back to the employee there are also cases that cannot be done. As a result, the evaluation tends not to lead to the training of the employee, it is used only to decide wages.

       

      In order to think that it is important for employees to think that a company is important, it is necessary to share the corporate philosophy and philosophy with employees and to take actions and consequences.

       

      The benefits of the employees has combined by the evaluation system of the company. It is effective establish an items in the evaluation system and to ensure an orientation.

       

      In the evaluation, we evaluate the target setting of employees and the way of their thinking towards work are consistent with what the company is aiming for. If the results were high, employees are motivated to act under the same idea as company indicators. The merit of the intention assessment can be introduced in any department, and can be linked to the training of human resources that the company needs.

    • Difference between Japanese and Chinese

      Although the culture of lifetime employment has diminished, many Japanese people have a sense of belonging to the organization and the attitude of working for the company. However, for Chinese workers, the purpose of working is mostly for living, families, and self-growth, and the consciousness of trying to organize is scarce. A Japanese company is characterized by its ambiguous range of duties.

       

      In team building in Japan, ambiguity is an important factor therefore, people who can broaden their scope and responsibilities tend to be evaluated and becoming managers.

      Meanwhile, it is difficult for Chinese companies to appoint managers, because the scope of individual jobs is clearly defined and it is often not done except for their own work even if they feel that they will benefit the organization.

       

      What is necessary for utilizing Chinese as a superior administrator is clear evaluation, compensation, and job classification? It is by legitimately evaluating the way and ability of Chinese workers to clarify the job classification as an administrator and giving compensation commensurate and with that, the Chinese have pride in their work and worked greatly and you will be given in the future a manager.

      Japanese are not good at pointing out wrong parts of the opponents. As Japanese managers did not clearly tell the Chinese that they could not achieve it at the time of evaluation, a discrepancy arises and as a result there are cases where the Chinese are dissatisfied, so feedback on evaluation it is important to use objective indicators. It is also effective to introduce a 360 degree evaluation system and to obtain invisible information from managers.

      In the 360 ​​degree evaluation system, in addition to the normal evaluator boss, we add evaluation from self-colleagues and self-assessment. Unlike Japanese people, Chinese people evaluate sweetly for themselves, but they have strict eyes for others. The 360 ​​degree evaluation system can be said to be an excellent way to know the points that Japanese people do not notice. It clearly shows the differences between self-evaluation and evaluation from boss and colleagues, and by evaluating with objective indicators, you can maintain transparency and satisfaction of evaluation.

    • Human resource development

      The company conducts business activities with the purpose of providing value to customers and society, and as a result, it obtains profits as compensation. This is reflected in the company's management philosophy. In other words, the realization of the management philosophy is the original purpose of working.

       

      Chinese people tend to emphasize their salaries and careers, but these are only the result of contributing to the company, customers and society through work.

       

      In developing human resources in China, it is important to communicate this idea and make it understand in that sense, it is useful to evaluate Chinese employees using intentionality assessment.

       

      In the evaluation of intentionality, we focus on the company's management philosophy and vision, which is the original objective, and the purpose of employees' work. Instead of stipulating the behavior itself, by sharing the way of thinking, employees will be able to judge their own best practices according to the situation.

      The competency model and the intentionality evaluation evaluate the same cause. However, since behavior is affected by the orientation, the desired directionality is necessary to practice the desired behavior.

       

       In addition, the evaluation of the orientation can be done by combining evaluation and feedback while communicating, this can be linked with the goal management system * (MBO: Management by Objectives)

      Many companies introduced target management in Japan, but there are also some cases where operation failed. (* A method of managing personal goals while matching the vectors of companies and individuals. P · F · Drucker advocates)

       

      One of the reasons is directly linking goal management with assessment. Since objectivity of evaluation is required to link goal management with evaluation, target management has been used not only for behavior management but also for management of results, which has resulted in failure.

       

      The goal management should be used for the purpose of human resource development, such as by balancing the vision of the company and personal goals, making a stronger organization.

      We will describe in detail what kind of method is effective for human resource development in China from the next section.

       
       

    • Evaluation of intentionality to cultivate managerial skills

      Human behavior is to be affirmed by the relationship between purpose and result. The introduction of the goal management system does not create an organization that grows but rather it is important to set up organizational goals, to build a mechanism to encourage employees to share it and encourage actions associated with it.

       

      It is necessary to consider the evaluation system for that, focusing on the qualitative goal of intentionality, the action to embody it, and link it to the result. However, there is a time lag between correct behavior and results. If you ask for too much results, you are likely to fall into short-term thinking and you may not be able to take appropriate action. The greatest merit of intention assessment is to encourage human beings to make long-term thinking and to promote behavior based on essence. This can be said to be the training of administrator skills.

       

      What businesses seek is employees in the Ace area? It has the ability to understand and execute the direction the company is aiming for and has a role as a leader to move the organization. By setting the ace area as the ideal of the company, individuals will determine their direction of growth.

       

      Employees value personal career plans especially in China, there are more chances to seek higher income, so clarifying individual career plan is most important for Chinese.

      Therefore, rather than raunchily towards the company, you will have a strong interest in knowledge, technology and experience, which is your own skill, and pursue it. As a result, many Chinese enter the "craftsman" field in this matrix, so it is currently the situation that administrators in the true sense are unlikely to grow up.

       

      Craftsmen will change job seeking new knowledge, skills and experience. This is why job hopping is frequent in China. This trend will be further strengthened if companies seek knowledge, skills and experience as an immediate fighting force. This leads to a vicious circle in which the wage level of job changers rises, which increases the salary increase rate of existing employees. In particular, this trend can be seen in many Japanese companies that have advanced into China.

      In order to break through this situation, it is important to train executive candidates who will become future aces. Candidate candidates are people who can understand the purpose of the company and link personal goals and corporate goals, even though knowledge, skills and experience are not enough.

      In order to obtain such human resources, it is also an effective option to recruit executives from the Chinese who are staying in Japan. The Chinese who are staying in Japan are valuable talent as candidates for Chinese executives in establishing a company because they are friends.

      Japanese ability is necessary to communicate with many people in Japan's parent company. The presence of Chinese speaking Japanese is beneficial.

      On the other hand, there are disadvantages that there are few candidates and the wage level gets higher than hiring in China. However, if good talent is found, in the long run, the slight difference in wages is not a big problem.

       

      In the future, enterprises planning company establishment in China to participate in the project from the stage of feasibility study (feasibility study) can be said to be an effective way to obtain high quality information. People are important for success in China. A lot of information obtained through a Chinese person is a great merit for the Japanese.
       

    • Points of Human Resource Development

      The purpose of human resource development of companies is as follows.

       

      · Grow employees

      · Grow a company

      · Increase profits

       

      These are not long-term corporate management philosophy and purpose, but based on short-term vision and strategy.

       

      The point of human resource development is to make up for the company as a whole, to compensate for persons who are not satisfied with the current situation in compliance with the purpose of the company, and to compensate for insufficient qualities as employees in comparison with the aimed person figures.

       

      Education based on a short-term vision or strategy as a company does not nurture talent that the company is seeking in the long term. In particular, from an inward perspective such as growth and profit of employees and companies, there is concern that business in China, which is easily affected by the business environment, cannot respond.

       

      Applying the results of evaluation items of intentionality to the human resources matrix of mind (goal) and skill (means) tends to make craftsmen temperament only for high technology and achievement (see page 647).

      Especially, those who need education are employees who fall under the executive candidate. By introducing the mental orientation evaluation results of executive candidates, introducing missing elements as human resource development system will lead to long-term growth.
       
       
       

    • What is required of overseas expatriates

      Whether we can succeed in China will depend on the idea of ​​the Japanese finally staying in China.

       

      I have been thinking about Chinese evaluation methods and educational methods so far, but the most lacking in Japanese companies is leadership education for overseas expatriates.

       

      Many overseas expatriates will graduate from all over the world then, the expatriate who experienced many countries tends to work with the attitude that "Chinese people do not know what they are thinking", and “Southeast Asia will be similar in any country". However, with such attitude, it is impossible to establish a good relationship with Chinese staff forever. What is important is the leadership that is demonstrated after understanding the attitude to actively engage in open mind and the nature of the Chinese people. Overseas expatriates, in particular the managing director, are truly entrepreneurs and must be leaders as well.

      Whether it is possible to train a true leader or not depends on the educational system of the Japanese headquarters. In the future, Japanese companies will have to raise the ratio of overseas sales more and more while domestic markets are shrinking due to the declining birthrate. For that purpose, it is urgent to systematically train overseas expatriate staff.

       

      There are three conditions for the leader.

      The first is 'value setting'. It is what sets the purpose of work. If the boss's expatriate works only for himself or herself, his / her subordinates will also be affected. If my boss wants to return to Japan as soon as possible, that feeling will be transmitted to his subordinates and will not follow boss who will change in the near future. Value setting of overseas expatriates will affect the company as a whole.

      The second is "value sharing". Humans are creatures with emotions, and not by theory alone. I cannot become a leader without passion. The value appears in the ordinary action of the leader. The men will focus on what to do rather than what the leader speaks. Because values ​​are reflected in action rather than words.

      The third is "value realization". This is replaced by the term management. It is important to know what management is and its essence.

      Overseas expatriates must keep track of what management is and what leaders are.
       

    • References

      ・ 中華人民共和国国家統計局編『中国統計年鑑2014年版』中国統計出版社、2014年
      ・ 高原彦二郎・陳軼凡編著『中国進出企業の労務リスクマネジメント』日本経済新聞出版社、2011年
      ・ 城繁幸『内側から見た富士通――「成果主義」の崩壊』光文社、2004年
      ・ 佐々木隆彦・藤井恵『Q&A海外進出企業のための現地スタッフ採用・定着と駐在員育成のポイント』清文社、2009年
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      ・ 「福利厚生の実態に関する調査」コンシェルジュ上海78号（2010年6月号）