Personnel Management

1
Personnel Management

• I. Human Resource Management
• Hiroshi Imai
• JICA Expert

2
Human Resource Management
?Contents of the Course ? 1.Importance of
Effective Human Resource Management in Business
2. Guideline of Effective Human Resource
Management 3. Importance of Job Description 4.
Performance Planning Measurement 5.
Determination and Management of Salary
3
1. Importance of Effective Human Resource
Management in Business

• What is Human Resource?
• 1. Resource for achieving corporate goals and
  strategies
• Managerial resources human resources, money,
• materials, facilities, technology,
  information..
• What is difference between Human Resource
• and other resources?

4
1. Importance of Effective Human Resource
Management in Business

• What is Human Resource?
• 2. Significance of Human Resource
• Differences from other resources
• - Resources are controlled by human resources
• - Long-term approach such as human resource
• development and training should be conducted
• for achieving future corporate goals and
• strategies

5
1. Importance of Effective Human Resource
Management in Business

• What is Human Resource?
• 3. Difficulty in Human Resource Management
• Differences from other resources
• - Human resources have intellect and emotion
• - Human resources can be developed through
• development and training

6
1. Importance of Effective Human Resource
Management in Business

• What is Human Resource?
• 4. Range of Human Resource Management
• Human Resource Management handles
• i) Employment, ii) Relations among Departments,
  
• iii) Promotion and Career Path, iv) Salary,
• v) Job Evaluation and Standards,
• vi) Performance Measurement, vii) Training,
• viii) Selection of Human Resources, ix)
  Dismissal,
• and, x) Job Description

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1. Importance of Effective Human Resource
Management in Business

• Range of HRM

8
2. Guideline of Effective Human Resource
Management

• (1) Penetration of Corporate Policies, Strategies
  and Objectives into managers and Employees
• (2) Observation of Laws and Regulations, Respects
  on Labor Practice
• (3) Projection for Corporate Organization
  (Projection in Employee Allocation)

9
(1) Penetration of Corporate Policies, Strategies
and Objectives into Managers and Employees

• Importance of Corporate Policies, Strategies and
• Objectives
• -Whether or not having policies and strategies?
• -Who makes policies and strategies?
• -Do all the managers and employees know policies
• and strategies?

10
(1) Penetration of Corporate Policies, Strategies
and Objectives into managers and Employees

• Relations among Corporate, Human Resource
  Management
• and Human Resource Development

11
(2) Observation of Laws and Regulations, Respects
on Labor Practices

• - Labor Laws and Regulations
• Observation is compulsory
• - Labor Practices
• Observation is not compulsory, but
• practices are usually prevailing and easier to
  understand by employees

12
(3) Projection for Corporate Organization
(Projection in Employee Allocation)

• For the realization of corporate goals
• Long and mid-term business planning is necessary.
• -Corporate philosophies ? strategies ? planning
• -Long-term planning ? Mid-term planning
• -Projection for Long and mid-term organization,
• including projection in employment allocation
• Number in total, in each department section,
• necessary ability for each job, etc.

13
3. Importance of Job Description

• Job Description is located on the center of HRM
  and a key to the successful system

14
Roles of Job Description (1)

• (1) Employment of Human Resources
• By what kind of ways does a company employ
• excellent human resources?
• -Contents and qualification of the job should be
• clarified and understood easily.
• -Job Description includes contents and
• qualification of each job.

15
Roles of Job Description (2)

• (2) Mutual Relations among Departments
• What are relations among departments in a
• company?
• -Analysis of jobs is conducted by Job
  Description.
• Job analysis includes each departments goals
• and functions.
• -Relationship among departments can be
• understood by using Job Description.

16
Roles of Job Description (3)

• (3) Promotion and Career Path
• How does management explain promotion and
• career path to employees?
• (opportunity of promotion)
• -Promotion and career path are explained through
• Job Description.
• -Necessary ability and qualification to fulfill
  each
• job are clarified in Job Description.

17
Roles of Job Description (4)

• (4) Determination of Salary Level
• How is salary level determined?
• What is the basis for salary?
• -Salary level is determined by contents and
  difficulty
• of each job described in Job Description.
• -Difficulty of each job is determined by job
• evaluation and job standards for typical jobs are
  
• established.

18
Roles of Job Description (5)

• (5) Job Evaluation and Standards
• What makes us understand differences among
• jobs and more difficult (that is, higher
  salaried) job ?
• -Difficulty of each job is determined by job
• evaluation and job standards for typical jobs are
  
• established.
• -Salary level is determined by contents and
  difficulty
• of each job described in Job Description.

19
Roles of Job Description (6)

• (6) Performance Measurement
• What is the basis for performance measurement?
• -Performance is measured compared with
• performance planning in Job Description.

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Roles of Job Description (7)

• (7) Training Needs
• How can the management find training needs of
• employees?
• -Difference between planning and performance
• is regarded as training needs of employees.

21
Roles of Job Description (8)

• (8) Selection of Human Resources
• How should the management find and select
• employees?
• -Excellent performers can be found by the
  difficulty
• of jobs they try and the result of performance
• measurement

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Roles of Job Description (9)

• (9) Dismissal
• How are poor performers treated?
• -Job Description shows necessary performance
  level
• for each job and those who cannot accomplish
  their
• performance plan regarded as poor performers .

23
4. Performance Planning Measurement (PPM)
?Contents of this Section? (1) Bases for PPM (2)
Importance of PPM (3) Advantage of PPM for
Company (4) Advantage of PPM for Employees (5)
Usage for result of PPM (6) Processes of PPM
(7) Examples of PPM
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(1) Bases for PPM

• Examples of Necessary Prerequisite for PPM
• -Why should PPM be introduced?
• -What is the purpose for PPM?
• -What is the basis for measurement?
• -How are the results of PPM reflected?
• -How are corporate objectives and employees
• personal goals combined?
• -What is the benefit of PPM for employees? etc.

25
(2) Roles and Importance of PPM 1

• -Employees can measure and improve their
• performance.
• -PPM can combine corporate objectives and
• personal goals
• -PPM can clarify expectation (that is, needs of
• organization) for each employees performance
• -PPM can identify development needs for each
• employees

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(2) Roles and Importance of PPM 2

• -PPM shows basic information for career
• planning of each employees.
• -PPM shows relations between performance and
• salary level
• -PPM explains objectives and value (roles) of
• organizations to employees

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(3) Advantage of PPM for Company 1

• -Each employees can make efforts in
• accordance with corporate objectives
• -Performance of all the employees can be
• measured equally and fairly
• -Improvement of performance and development
• of ability of employees are possible through
• feed-back of performance planning

28
(3) Advantage of PPM for Company 2

• -Performance and salary level of employees can
• be measured and treated equally and fairly
• -Mutual understanding between managers and
• employees about each others roles and goals is
• expected through the processes of PPM
• communication

29
(4) Advantage of PPM for Employees 1

• -Expectation (goals) for performance of each
• employees is clearly shown
• -Standards for measuring performance are set
• -Performance is measured more objectively and
• fairly
• -Ways of improving performance can be shown
• and decided through feed-back of measurement

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(4) Advantage of PPM for Employees 1

• -Long-term career plan in accordance with each
• employees own plan in addition to training for
• improvement and development of their ability
• can be scheduled.
• -Employees are assured by stable and fair
  approach
• for measurement of performance and decision of
• salary level

31
(5) Usage for Results of PPM

• Results of PPM are directly reflected to the
• following 5 fields
• 1) Increase in salary
• 2) Bonus incentives
• 3) Rewards, Granting of honors (Cash, Non-Cash)
• 4) Promotion, Selection, Job-relacation
• 5) Arrangement of education/training, suggestion
• of self-training, development

32
(6) Processes of PPM 1

• 1) Job Description for each job
• 2) Responsible results for each job
• 3) Performance goals for each job, section,
  department, etc.
• 4) Linkage of department goals with corporate
  objectives

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(6) Processes of PPM 2

• Performance planning for each job
• 1) Performance goals are determined by
  responsible results for each job
• 2) Measurement standards for each job are
  determined
• 3) Final decision is made through communication
  between managers and employees

34
(6) Processes of PPM 3

• Important points for setting up performance
• planning
• 1) Achievability of planning
• 2) Measurability of planning
• 3) Challenging for employees or not

35
(6) Processes of PPM 4

• Performance measurement
• 1) Performance goals which are set under
  agreement of managers and employees are measured
  by managers
• 2) Feed-back by managers to employees on results
  of measurement (performance level) and necessary
  education/training for future improvement/developm
  ent

36
(7) Examples of PPM Format 1
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(7) Examples of PPM Format 2
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5. Determination and Management of Salary
?Contents of this Section? (1) Main Elements for
Determination of Salary (2) Guideline for Salary
Management (3) Processes of Determination and
Management of Salary
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(1) Main Elements for Determination of Salary

• 3 Important Components for Salary
• 1) People related components
• -academic backgrounds, age, sex, etc.
• 2) Job related components
• -job content value
• 3) Performance related components
• -performance level

40
(2) Guideline for Salary Management

• 1) To attract excellent human resources
• 2) To motivate and enlighten capable employees
• 3) To retain (keep) excellent employees
• 4) To sustain internal fairness and external
  competitiveness
• 5) To project control of personnel expenses
• 6) To observe related laws and regulations
• 7) To project effectiveness in management

41
(3) Processes of Determination and Management of
Salary

• 1st Step Job Description
• 2nd Step Job Evaluation
• 3rd Step Internal Fairness
• 4th Step External Competitiveness
• 5th step Determination of Corporate Policies
• 6th step Communication to Employees

42
1st Step Job Description 1

• Necessary Contents for Job Description
• 1. Job (Position) SummaryOutline of the job
  (necessity, importance, objectives, etc.)
• 2. Principal Accountability, End Results Expected
  from this Job
• 3. Nature Environment of the Job, Nature
  Scope of the Job
• 4. Organization Dimension

43
Principal Accountability, End Results Expected
from this Job
44
Nature Environment of the Job, Nature Scope
of the Job 1

• Narrative explanation of the job
• -To which section, department does the job belong
• -Vertical relations with other jobs in the same
• section, department
• -Relations with other sections, departments in
  the
• company
• -External environment and industrial trends

45
Nature Environment of the Job, Nature Scope
of the Job 2

• Concrete description of the following
• -Main activities of the job
• -For which activities more time is shared
• -Challenging fields of the job
• -Problem areas for the job
• -Examples of problem solution cases

46
Organization Dimension

• Organization shows position on the
  organizational
• Chart.
• Dimension is like, costs , expenses that can be
  
• shown by value or volume, etc., such as sales
• amounts, profits, equipment costs, budgets,
• personnel costs.

47
Personnel Management

• II. Human Resource Development System
• Hiroshi Imai
• JICA Expert

48
Human Resource Development System
?Contents of the Course ? 1.Importance of Human
Resource Development System in Business 2.
Theory on Ability Improvement and Human
Resource Development 3. Methods of Human
Resource Development 4. Career Development of
Employees 5. Development of Leaders and
Revitalization of Organizations
49
1. Importance of Human Resource Development
System in Business
(1) Why Is Human Resource Development System
Important in Business (2) Relations between Job
Descriptions, PPM and Human Resource Development
System (3) Abilities of Employees That Companies
Expect (4) Necessity of Systematic Human
Resource Development
50
(1) Why Is Human Resource Development System
Important in Business
51
(2) Relations between Job Descriptions, PPM and
Human Resource Development System
52
(3) Abilities of Employees That Companies Expect

• 1) Abilities and skills necessary for
  professional
• and special jobs
• -Training courses for accounting, marketing,
• personnel management, production management,
• etc.
• 2) Abilities and skills necessary for the
  management
• -Training courses for the management, new
• managers, middle managers, etc.

53
(4) Necessity of Systematic Human Resource
Development

• -Development of human resources should be
• planned with long-term perspectives for the
• purpose of realizing corporate strategies
• -For expansion of business, development of
• human resources is one of most effective ways
• -Results of performance measurement should
• be used for grasping training needs of
• each employee

54
2. Theory on Ability Improvement and Human
Resource Development 1

• (1) F.W.Taylor, Scientific Management
• Analysis of skilled workers?Most effective
  standard
• processes?Standardized task volume a day ?
• Management by standardization
• (2) Macgregor, Y Theory
• Two types of men X and Y X does not like
  working,
• enforcement/orders necessary Y acts voluntarily
  and
• look for improvement, system assisting
  self-development
• useful

55
2. Theory on Ability Improvement and Human
Resource Development 2

• (3) Masulou, Five Stages of Human Desire
• 1) Physiological Desire air, water, food, sleep
• 2) Desire for Safety safety, stability,
  dependence, order
• 3) Desire for Belonging/Love place in family
  and loved
• 4) Desire for Acceptance self-reliance, respect
  from others
• 5) Desire for Self-Realization to be something
  wanted to be

56
3. Methods of Human Resource Development

• Classification by methods of training
• (1) On the Job Training (OJT)
• Training through everyday working
• (2) Group Training
• Training within companies
• Participation in courses organized by
• professional organizations
• (3) Self-reliant Development

57
(1) On the Job Training (OJT) 1

• Strong Points of OJT
• 1) More time, less costs
• 2) Practical knowledge, skills
• 3) Personal training
• 4) Long-term development planning

58
(1) On the Job Training (OJT) 2

• Problem Areas of OJT
• 1) Sometimes short-sited
• 2) Limited accumulation of knowledge/skills
• 3) Only limited number of trainees
• 4) Quality depending on trainers ability
• 5) Reliance between trainers and trainees needed

59
(2) Group Training 1

• Strong Points of Group Training
• 1) Training by professional trainers
• 2) Training more participants at the same time
• 3) Systematic training contents
• 4) Choice of necessary training courses
• 5) Exchange of information by participants

60
(2) Group Training 2

• How to collect needs of (potential) participants
• 1) Questionnaire for participants
• Right after the whole training course finished
• Asking about good and bad points, future
• training needs, etc.
• 2) Survey on companies needs
• Asking participants about present problem areas
• Company visits follow-up, interview,
  consulting

61
(2) Group Training 3

• Processes of
• Training Planning

62
(3) Self-reliant Development

• -Limitation of training opportunities to
• Employees by companies because of costs,
• availability of necessary training courses, etc.
• -Development of abilities, skills is directly
• connecting to better treatment by companies
• ?
• Self-reliant efforts for development become
• more and more important.

63
4. Career Development of Employees

• Assistance to career development of employees
• by companies is important not only for
• employees but also for companies themselves.
• (Reason)
• Development of employees is directly
• connecting to their performance, that is,
• important components of corporate
• performance

64
5. Development of Leaders and Revitalization of
Organizations

• This theme will be focused on
• At the next session .
• .Human Relations Management

65
Personnel Management

• III. Human Relations Management
• Hiroshi Imai
• JICA Expert

66
Human Relations Management
?Contents of the Course ? 1.Leadership 2.
Coaching Management 3. Motivation Management 4.
Team Building
67
1. Leadership
?Contents of the Section ? (1) Roles of
Organizations and Leaders (2) Leadership Theory
(3) Training for Improvement of Leadership (4)
Development of Group Leaders and Group
Activities
68
(1) Roles of Organizations and Leaders 1

• What are Organizations?
• An organization is formed, when among more than
  two people, there are
• -Common specified objectives and goals
• -Will for contributing to realize objectives and
  goals
• -Communication necessary for realization of
  objectives and goals

69
(1) Roles of Organizations and Leaders 2

• Examples of leaders in the business organizations
• -the management
• -directors
• -middle managers
• -supervisors
• -foremen etc.

70
(1) Roles of Organizations and Leaders 3

• Organizations and Connection Pins 1
• -An organization consists of small groups
• -Each small group has a leader
• -Leaders belong to upper and lower groups at the
  same time
• -Leaders play a role of connection pins which
  are regarded as connection channels between upper
  and lower groups

71
(1) Roles of Organizations and Leaders 4

• Organizations and Connection Pins 2

72
(1) Roles of Organizations and Leaders 5

• Roles of Managers 1
• 1) Deciding objectives and goals of organizations
  they are managing according to managers policies
  of upper groups
• 2) Realizing objectives and goals of
  organizations they are managing
• 3) Development of employees who belong to the
  organizations

73
(1) Roles of Organizations and Leaders 6

• Roles of Managers 2
• 4) Conveying information on their organizations
  to their managers, saying opinions and supporting
  them
• 5) Developing problem solving ability and
  becoming leaders of corporate innovations
• 6) Making good relationship with other
  departments and sections, maximizing
  effectiveness of cooperation

74
(2) Leadership Theory 1

• Leadership
• Function or processes by part of a group trying
  to achieve goals with influencing others,
  promoting group or organizational activities and
  keeping unity.

75
(2) Leadership Theory 2

• Styles of Leadership
• 1) Tyrannical Leadership
• Limited and specific leader monopolizes
  influences
• 2) Democratic Leadership
• Goals and tasks are divided by group discussion
  ltefficiency in operation, satisfaction and morale
  of member highestgt
• 3) Leadership without Interference
• Lacking influential leader

76
(2) Leadership Theory 3

• Relations between Leadership and Performance

77
(2) Leadership Theory 4

• Relations between
• Leadership and
• Maturity of
• Employees

78
(3) Training for Improvement of Leadership 1

• Training is necessary for strengthen leaders
• ability and skills
• 1) Identifying problem areas improvement
• 2) Trying for goals
• 3) Development of employees ability skills
• 4) Supporting upper managers
• 5) Improvement of ability for problem solving
  innovation of organizations
• 6) Networking with other sections

79
(4) Development of Group Leaders and Group
Activities 1

• Leaders working at production, construction,
• distribution, etc.
• ? Limited time for OFF-JT Training
• ?OJT Training Small Group Activities are
• very important

80
(4) Development of Group Leaders and Group
Activities 2

• Advantage of Small Group Activities
• 1) Easier communication
• 2) Improvement of team working
• 3) Creative activities
• 4) Equal position for participants
• 5) Aggressive attitude for further development
• 6) Improvement of communication in an organization

81
2. Coaching Management
(1) Objectives of Coaching (2) What is Coaching?
(3) Coaching Skills (request, creative
listening, ways of listening, creative
questions, acknowledgement, goals) (4)
Introduction of Coaching
82
(1) Objectives of Coaching

• Coaching is methods of solving problems by
• interactive ways of communication.

83
(2) What is Coaching? 1

• Coaches do not teach but ask questions and
• walk along.
• Tennis Coach Look at a ball more carefully
• Tennis Player I am watching
• Ski Coach How is a ball rotating?
• Tennis Player I have to watch a ball more
• carefully

84
(2) What is Coaching? 2

• Coaching Flows
• ltStep 1gtClarifying present situations
• ltStep 2gtShowing desirable situations
• ltStep 3gtBackground reasons causing gaps
• ltStep 4gtMaking-up action plans
• ltStep 5gtFollowing-up Reviews

85
(3) Coaching Skills 1
1) request 2) creative listening 3) ways of
listening 4) creative questions 5)
acknowledgement 6) goals
86
(3) Coaching Skills 2

• request
• communication for clarifying and putting into
• concrete
• Request Just argument
• Suggestion
• Indirect expression
• Speaking for other people
• Action (sometimes causes confusion)

87
(3) Coaching Skills 3
2) creative listening Listening by good coaches
Environment, reliance Picking up
resources, dreams, goals Effective questions
for desirable answers Checking whether
understanding what partners want to say
88
(3) Coaching Skills 4
3) ways of listening 3 Basic Ways of
Listening Listen to requests Listen to
proposals Listen to questions
89
(3) Coaching Skills 5
4) creative questions Effective Questions with
5W1H -For Finding WHY, WHAT, HOW -For
Action Planning WHEN, WHERE, WHO Purposes for
Questions Change topics, Forecast future, Look
for resources, Clarify problems, Visualize, Set
goals, Develop ideas, etc.
90
(3) Coaching Skills 6
5) acknowledgement People can start acting
after they are acknowledged. 3 Positions for
Communication -Position of YOU -Position of
I -Position of WE
91
(3) Coaching Skills 7
6) goals Communication finishes when people are
acknowledged. Communication without being
finished -Position of YOU -Position of I
-Position of WE
92
(4) Introduction of Coaching 1

• 2 Ways for Practice of Coaching
• 1) Introduction as parts of training programs
• Training course for managers, salesmen, etc.
• 2) Introduction as means of organizational
  innovation, realization of corporate strategies

93
(4) Introduction of Coaching 2

• Purposes for Introduction of Coaching
• -Improvement of motivation of employees
• -Improvement of team working
• -Vitalization of corporate communication
• -Realization of organizational goals
• -Development of managerial ability of managers
• -Improvement of communication skills of salesmen
• -Introductory program for freshmen, etc.

94
3. Motivation Management
(1) What is Motivation? - Mechanism of
Appearance and Development (2) What is
Motivation Management? (Examples on the
situations like employment, training,
determination of objectives, evaluation, etc.)
(3) How to Improve Motivation
95
(1) What is Motivation? - Mechanism of Appearance
and Development 1

• Motivation?MOVERA (Latin)Move
• Motivation
• Power of causing positive actions for achieving
• short-term goals which are necessary for
• fulfilling final (long-term) purposes

96
(1) What is Motivation? - Mechanism of Appearance
and Development 2

• Mechanism of Appearance of Motivation
• Necessity of Motives and Incentives

Hungry
Food
Eat
97
(1) What is Motivation? - Mechanism of Appearance
and Development 3

• 3 Elements for Development of Motivation

98
(2) What is Motivation Management? 1

• Motivation Management
• -Distributing jobs goals ltIncentivesgt
• according to each employees desire ltmotivesgt
• -Stimulating 3 elements positively thorough
• communication with employees

99
(2) What is Motivation Management? 2

• Examples on the situations
• - Case Studies-
• 1) employment
• 2) training
• 3) determination of goals
• 4) evaluation, etc.

100
(3) How to Improve Motivation

• For Managers
• 1) To develop employees
• 2) To be relied by employees
• 3) To understand characteristics of each employee
  and make the best use of him
• 4) To show visions and share them with employees
• 5) To clarify roles of employees
• 6) To improve environment for maximizing ability
  of employees

101
(3) How to Improve Motivation

• For Managers
• 1) To develop employees
• 2) To be relied by employees
• 3) To understand characteristics of each employee
  and make the best use of him
• 4) To show visions and share them with employees
• 5) To clarify roles of employees
• 6) To improve environment for maximizing ability
  of employees

102
4. Team Building
(1) Necessity of Team Building in Business (2)
Development Stages of Team (3) Integration of
Leadership, Coaching Management and
Motivation Management
103
(1) Necessity of Team Building in Business 1

• 3 Conditions for Team Building
• 1) Common goals
• 2) Intention to contribute
• 3) Communication

104
(1) Necessity of Team Building in Business 2

• -Development of Team Power is very important
• Power of Team gt Total power of individuals
• Power of Team lt Total power of individuals
• -Important factors for maximizing team power
• Put team psychology to the same direction
• Make use of key persons in organizations

105
(2) Integration of Leadership, Coaching
Management and Motivation Management

• There are so many theories, methods in human
• relations management
• Making use of good part of various methods
• Common parts must be very important

Integration of Leadership, Coaching Management
and Motivation Management
106
Personnel Management

• IV. Safety and Health Management
• Hiroshi Imai
• JICA Expert

107
Safety and Health Management
?Contents of the Course ? 1.Objectives and
Signification 2. Steps of Introducing System 3.
Ways of Introducing Safety and Health
Management 4. Formation of Stable Safety and
Health Management
108
1. Objectives and Signification of Safety and
Health Management

• Reduction of labor accidents
• -Reduction of deadly accidents and serious
• injuries
• -Protection of workers
• -Lower output, productivity, etc. as the result
  of
• an accident

109
2. Steps of Introducing System
110
3. Ways of Introducing Safety and Health
Management 1

• (1) Determination of Policies for Safety and
  Health Management
• 1) Expression of policies for safety and health
• management by corporate top
• 2) Notification of policies for safety and
  health
• management to employees

111
3. Ways of Introducing Safety and Health
Management 2

• (2) Appointment of Director and Making-up of
  Organization
• 1) Preparatory works for introduction
• 2) Selection and appointment of director and
• core members Making-up of organization
• 3) Training for core members

112
3. Ways of Introducing Safety and Health
Management 3

• (3) Planning for Introduction
• 1) Determination of goals for safety and health
• 2) Determination of priority action items
• including risk assessment
• 3) Setting-up of yearly plan

113
3. Ways of Introducing Safety and Health
Management 4

• (4) Starting Activities
• 1) Risk assessment
• 2) Priority action items
• 3) Evaluation of activities and achievement

114
3. Ways of Introducing Safety and Health
Management 5

• (4) Evaluation Checking of of Activities
• 1) Evaluation of system
• 2) Checking of system

115
3. Ways of Introducing Safety and Health
Management 6

• (4) Re-planning of Activities
• The last step for one cycle of Safety and Health
• Management

116
4. Formation of Stable Safety and Health
Management

• (1) Leadership of corporate top and declaration
  of necessity for improvement
• (2) Continual activities for risk assessment
• (3) Improvement of core organization
• (4) Reflection of employees opinion
• (5) Improvement of basic documents