한컴오피스 
목차
Ⅰ. 서론 ··································································································· 1pⅡ. 야마다 사장의 인적자원관리 철학
1. 야마다 사장의 경영철학에서 엿볼 수 있는 인적자원관리 실행 활동 ············ 2p
2. 채용 ································································································· 3p
3. 개발 ··································································································· 3p
4. 보상 ··································································································· 4p
5. 유지 ··································································································· 4p
6. 방출 ··································································································· 5p
Ⅲ. 야마다 사장의 인적자원관리 방식에서 파생된 효과
1. 긍정적인 측면 ······················································································· 6p
2. 부정적인 측면 ······················································································ 6p
3. 개선책 ······························································································ 7p
Ⅵ. 결론 ·································································································· 8p
참고문헌 ································································································· 9p
본문내용
‘미라이 공업’ 혹은 ‘야마다 사장’이라는 낯선 이름만으로, 그의 경영철학이나 인적자원관리 방식을 떠올리는 사람은 한국에서 그리 많지 않을 것이다. 하지만 종이에 직원들의 이름을 적고 선풍기 바람에 가장 멀리 날아간 종이에 이름이 적힌 직원이나, 펜을 넘어뜨려 쓰러진 방향에 이름이 적혀있는 직원을 과장으로 선출하는 ‘괴짜 운영방식’은 경영학도라면 누구나 한 번쯤은 농담처럼 들어봤을 이야기이기도 하다. 성과주의에 입각한 구조조정이 기업의 인사관리의 ‘상식’이 된 요즘, 이처럼 상식을 뒤집는 미라이 공업의 사원복지 제도는 야마다 아키오 사장의 별난 경영철학을 반영한 인적자원관리방법이다.인적자원관리는 채용·교육·평가·보상·유지·방출 총 여섯 가지의 범위로 구분할 수 있는데 야마다 사장은 이러한 인적자원관리 활동과 관련하여 여타 기업과는 확연히 다른 노선을 보인다. 영상에 나오는 야마다 사장의 말은 그의 철학을 여실히 드러낸다.
1) “인간은 말이 아니다. 당근과 채찍의 조화는 필요 없다. 단지 당근만이 필요할 뿐. 사원들을 놀게 하라!”
2) “인간은 물건이 아니다. 그러니 원가절감은 옳지만 급료를 낮추는 것은 잘못된 것이다. 인간은 코스트가 아니다.”
3) “기업이 커져서 사원에게 도움이 된 적이 있나? 기업은 기업 자체를 위해서가 아니라 사원을 위해 존재한다.”
4) “사원은 모두 같다. 선풍기를 불어 아무나 과장을 시켜도 다 잘한다.”
5) “노르마(업무 할당량) 따위는 필요 없어, 사원들은 알아서 다 한다.”
야마다 사장은 돈을 벌지 못하는 97%의 회사와 정반대로 행동해야 한다고 강조한다. 그리고 그 정반대의 길이란 팀워크와 팀 성과를 중시하는 일반적인 기업 분위기와 달리 사원 한 사람 한 사람이 하나의 머리가 되어 효율적으로 인력을 끌어올렸기 때문이라고 말한다.
참고 자료
박석원, “정년 70세ㆍ연 140일 휴가 ‘샐러리맨의 천국’”, 한국일보, 2017.10.17 https://m.hankookilbo.com/News/Read/201710170486220386한선정, “MBC 스페셜 - 야마다 사장, 샐러리맨의 천국을 만들다!”, MBC, 2007.07.24
https://www.imbc.com/broad/tv/culture/dspecial/commingsoon/1576953_6900.html
서진영, “고객이 기뻐한다면… 적자도 즐겁게 감수하니 돈이 오더라”, DBR 159호, 2014.8
https://dbr.donga.com/article/view/1901/article_no/6589/ac/magazine
주장환, “‘유토피아’ 경영의 진수를 보여주는 미라이 공업의 야마다 사장”, 성공으로 가는 길 28호, pp 107-110, 2007.9
