@article{oai:oiu.repo.nii.ac.jp:00000118,
 author = {黄, 婕 and 井上, 市郎 and コウ, ケイ and イノウエ, イチロウ and Jie, Huang and Inoue, Ichiro},
 issue = {1},
 journal = {国際研究論叢 : 大阪国際大学紀要, OIU journal of international studies},
 month = {Oct},
 note = {P(論文), Prior to 1990, Japanese companies experienced dramatic long-term economic growth, but then subsided into a long recession. In order to solve this, Japan proceeded to reform aspects of organizational structure. One reform that has been actively promoted is performance-based pay systems. 
　In companies where performance-based remuneration systems have been introduced, there have been many failures, but there are cases where success has been achieved by adopting unusual methods. 
　The reasons for the success of the personnel system reforms carried out by the Takeda pharmaceutical Company are examined and suggestions are made on how Japanese corporations can successfully adopt performance-based pay systems.},
 pages = {81--100},
 title = {日本企業人事制度の改革について ： -成果主義の導入に関する考察-},
 volume = {23},
 year = {2009}
}