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论文编号：	6778
作者编号：	2120122758
上传时间：	2014/12/6 8:32:05
中文题目：	丰田劳资关系管理对我国企业和谐劳资关系构建的借鉴研究
英文题目：	The Study on Toyota Labor Relation Management & the References to Chinese Corporations
指导老师：	杨斌
中文关键字：	丰田；劳资关系管理；本土化；借鉴意义
英文关键字：	Toyota；labor relation management；localization；reference
中文摘要：	伴随着我国改革开放政策的不断深入，非公有制经济的日益活跃，我国企业劳资关系呈现出多样化、国际化、复杂化等特点。虽然国家制定了一系列保障劳动者权益、规范企业经营的法律法规，但因为政治、经济、历史文化等因素的影响，我国劳资关系趋紧的态势也在延续。如果这一问题处理不好，则将引发一系列的劳资关系方面的矛盾和问题，甚至会影响到正常的生产生活秩序和社会稳定，也不利于我国和谐社会的构建。那么，如何在这种复杂的劳资关系中找到头绪，构筑我国企业和谐的劳资关系，为社会主义和谐社会建设做出贡献，就成为摆在我们面前的一大课题。在众多优秀的国际大型跨国公司中，如何通过构建企业劳资关系管理体系来保证公司健康有序发展，实现劳资关系和谐稳定？面对这一课题，日本丰田汽车公司在多年的发展过程中，总结出了自己的一整套劳资关系管理理念和方法。其中主要包括：完善的企业内部沟通体系的建立（正式沟通和非正式沟通）、职场巡回、KPI管理、集体协商制度、预防劳资关系问题发生的机制等等。也正是得益于这些正确而先进的管理方法，才使得丰田汽车公司在竞争如此激烈的国际汽车市场独占鳌头，不断取得事业的全球扩张。作为跨国企业的典范，丰田汽车公司在全球业务不断扩张的过程中，除了将其特有的丰田生产方式（TPS）移植到各个国家所在的生产基地之外，很早就认识到了对于属地劳资关系管理的重要性。丰田汽车公司在“造车先育人”的理念下，形成了其独特的劳资关系管理方式。丰田生产方式与丰田式劳资关系管理方式，交相辉映，一个保证生产的高效顺畅，一个保障着对人的高效管理，才使得丰田汽车公司在错综复杂的国际经济形势下，持续稳定发展。 那么，丰田公司与其中方合作伙伴将如何处理好中日文化差异、法律差异、中方不用地域员工的文化、习惯差异，协调好合资公司的劳资关系，确保中国基地的事业开展，就成为摆在其面前的一大重要课题。为解决这一问题，本文采用了文献研究、比较分析、实例研究的研究方法，利用企业劳资关系管理的冰山模型，企业合情、合理、合法用工是企业节约人工成本，改善组织绩效的最优选择。雇佣关系中的互惠原则、企业社会责任理论、博弈论共同构成了冰山模型的三大理论基础。并在此基础上分析、研究了丰田式劳资管理在沟通、日常劳资关系管理、劳资问题预防等方面的管理特点。之后，分析了丰田汽车公司在中国事业拓展进程的四个演变阶段以及每个阶段对华发展战略的特征。丰田汽车公司从上世纪60年代开始关注中国市场，并向中国输入第一台皇冠轿车，之后大致经历了中国市场初探、对华技术支援、在华基地构建、本土化强化四个阶段，针对每个不同的发展阶段，丰田汽车公司的劳资关系也呈现出不同的阶段特性。针对每个阶段的特性，丰田汽车公司也适时地调整其劳资关系管理的具体方针，以适应每个阶段的发展需要。发展至今，丰田汽车公司越来越重视中国本土化元素，更多地关注中国的政治、经济、文化、法律因素。这种理念的转变，也是丰田汽车进入中国以来，经过多年来的经验教训之后，才获得的。在此基础上，结合丰田式劳资关系管理方式在中国的实例研究。作为丰田汽车在中国的最大生产基地，天津一汽丰田汽车有限公司最具代表性和典型性。自2000年成立至今，这家公司在劳资关系管理方面的做法，最能体现丰田式的劳资关系管理模式，也最能折射出在本土化过程中所面临的一系列矛盾和问题。以天津一汽丰田汽车有限公司为例，介绍了丰田式劳资关系管理方式在我国企业中的具体实践经验。并且介绍了丰田式劳资关系管理方式在天津一汽丰田汽车公司的实际运行过程中遇到的几个主要矛盾和突出问题。这主要包括：中日之间的地域文化冲突、中日企业文化之间的碰撞、工会作用差异等方面。面对这些差异，丰田汽车公司及其中方合作伙伴积极对丰田式劳资关系管理模式进行改良，加入更加符合中国实际的本土化元素。实践证明，经过这样的改良之后，本土化的丰田式劳资关系管理模式更加适合在中国企业的应用，更加有利于稳定和谐劳资关系的构建。进而总结出一套既带有中国本土化特色、又是继承和发展了丰田式劳资关系管理方式的一套管理方法。得出其在我国应用的借鉴意义，并且提出需要在应用过程中的一些注意点。 在对丰田汽车公司劳资关系管理及丰田在中国的发展历程、丰田汽车公司劳资关系管理方式在中国的应用实例等进行分析、研究后，得出本论文的成果是：在研究、借鉴丰田汽车公司的劳资关系管理经验的基础上，还应根据我国企业自身的情况，制定出符合自身实际的劳资关系管理措施，建立基于“相互信赖、相互责任”基础上的和谐的劳资关系，积极促进政府、企业、工会之间的三方协调机制，从而实现企业和员工共同发展。只有这样，才能保证我国企业在日益严峻的国际国内竞争中，企业劳资关系得以持续稳定、和谐发展。本论文的创新之处在于引入日本丰田式劳资关系管理的概念，来探索解决目前我国企业在劳资关系管理方面所面临的新挑战，从而为我国企业走向劳资和谐之路提供参考、借鉴。
英文摘要：	With the development of the reform and opening policies and the activities of the non-public sectors of the economies, there are some new features in our labor relation------variability and internationalization. Although the government has made a series of laws and rules to protect the labors rights and regulate the corporations’ operation, the tendency of nervous labor relation is going on for the influence of policies, economy, history, culture and so on. If this matter couldn’t be solved properly, a series of contradictions on the labor relation would be triggered, which would even affect the normal production and living order as well as the social stability, and also go against china’s construction of harmonious society. How to ensure that the companies can develop healthily and orderly to achieve harmony and stability in labor relation through building enterprise labor relation management system among many excellent international large multinational companies? Facing this project, Toyota Motor Corp summarized a whole set of ideas and methods of labor relation management according to their own developmental process during years. The major ideas include the establishment of a perfect enterprise internal communication system (formal communication and informal communication),the workplace circuit, the KPI management, the collective negotiation system, the mechanism of precaution for the labor relation problems etc. Owing to those correct and advanced management methods, Toyota Motor Corp headed first in the international automobile market with intense competition and continued to expand its business globally. Thus, how can we deal with the complex labor relation to make up our harmonious socialist society is a big task for us. As a model of the cross-company in the process of expanding its global business, Toyota has thought highly of the local labor relation management, besides moving its unique production system to the production in other countries. Under the concept of “education before building cars”, Toyota has form its unique way of labor relation management. The unique production system and labor management cooperated together one enables the smooth production, and the other the efficient management of labors which enables the Toyota’s stable development in the complex international economies. Therefore, Toyota cooperation is faced with an important issue to deal with the problems-----how Toyota cooperation and its Chinese partners will solve the cultural differences and legitimate differences between China and Japan, and with the cultural and habit differences of the employees from different regions; to coordinate the labor relation of the joint venture companies; to make sure of the development of its career in China. For the purpose of solving this issue, this thesis employs several research methods such as literature study, comparative analysis and game theory. It also exploits Iceberg Model of the management of industrial relations. It is a perfect choice to save labor cost and to improve organizational performance for the enterprise to have a fair, reasonable and legal employment. The principle of mutual benefit in employment relationship, the theory of enterprise social responsibility and game theory consist the theoretical cornerstone in Iceberg Model. On this basis, this thesis also analyses and studies the characteristics of Toyota labor relation management in communication, daily labor relations management, precautions of labor relations problems. Later on, there comes the analysis of the four evolution stages of Toyota Motor Corp development in China and their characteristics of the development strategy in China. Toyota Motor Corp began to focus on the China market since 1960s, and began to introduce the first CRDWN to China. After this, Toyota experienced roughly four periods: tentative exploration in China market, technical support to China, the construction of the company incubators in China, and local business strengthening. The labor relation in Toyota Corp reflected different properties in each different period and to which Toyota duly adjusted its labor relation management policies to adapt to the development of each period. Since the beginning, Toyota Motor Corp pays more and more importance on China's local elements, and focus more on China’s political, economic, cultural, legal factors. This change of the concept was achieved since Toyota was introduced into China and experienced years of lessons. On that basis, by studying and combining the examples of the Toyota labor relation management in China, its significance in application in China and some notes in the process of application can be concluded. As Toyota's largest manufacturing base in China, TIANJIN FAW TOYOTA MOTOR CO.,LTD are most representative and typical corporation. Since it was founded in 2000, this company can mostly reflect the Toyota type of labor relations management in the practice of labor relations management, and can also present a series of contradictions and problems faced in the process of localization. For example, TIANJIN FAW TOYOTA MOTOR CO.,LTD introduced the concrete practical experience of China enterprises under the Toyota type labor relations management, and also introduces several major contradictions and problems that Tianjin FAW Toyota Motor company encountered in the process of the actual operation of the labor relations management. Those major contradictions and problems are mainly including regional culture conflict between China and Japan, the collision between Chinese and Japanese enterprise cultures, the differences of the role of trade unions etc. In the face of these differences, Toyota motor corp. and its Chinese partners actively improved the labor relations management and added elements that more conforms to the situation in China. Practices have proved that after the improvement, the localized Toyota type labor relations management are more suitable for application in Chinese enterprises, more conducive to the stable and harmonious labor relations. And then it summarized a set of management methods that inherited and developed the Toyota type labor relations management with Chinese localization characteristic. A combination of both the analyses and the case study of Toyota labor relation management draw the conclusion of the importance of learning from Toyota and the points worthy of our attention. After the analyses of and research into the Toyota labor relation, the current situation of China’s labor relation, the applied cases of Toyota labor relation management in China and so on, a conclusion is drawn as the following. On the bases of looking into and learning from the management experience of Toyota labor relation, we need to take measures in labor relation management that are in line with our actual realities according to enterprises’ own conditions in China. We should build up the harmonious labor relation based on “mutual trust and mutual responsibilities”, actively promote the three-party- coordination mechanism among the government, enterprises and the labor union so that we can achieve the common development of both enterprises and their staff, ensuring that the labor relation of Chinese enterprises is in continuous stability and harmonious development in the increasingly fierce competition, both domestic and international. The innovative point of the thesis is the introduction of the concept of Japan’s Toyota labor relation, through which we explore the solutions to the new challenges facing Chinese enterprises, providing reference and experience for Chinese enterprises to set on the path of harmonious labor relation.
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