A Study of Ikigai Conceptual for Japanese HRM Case study: Job Rotation

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Maneekanya Nagamatsu

Abstract

   The research objective was to study the opinions of the implementation of Ikigai conceptual developed from Ikigai philosophical framework becoming to Ikigai organization that leading to the successful of managing the entire organization happily and sustainably; by the case study of Thai-Japanese multinational companies in Thailand. This scope of study under the criteria of Japanese human resource management that mostly focuses on the non-specialized career development using the method of job rotation. This research conducted by qualitative methodology. The research employed qualitative research methodology. The research instrument was a structured interview of each 10 Japanese managers and 10 Thai employees by purposive sampling and research results by descriptive analysis.


   The results showed that Ikigai organization find out the coherent points of job rotation between Thai employees and Japanese management that consists of the 1st dimension; Object of Ikigai, were; 1) Performance resulted 2 ways feedback communication, 2) 360-degree evaluation system, 3) Specialist through multi task experience, 4) Quality work and high productivity, 5) Human resource development cost effective. The 2nd dimension; Feeling of Ikigai, were; 1) Free-Agent alternative, 2) Best-alternative decision that lead into the jointed zone of Ikigai outcome known as the Self Agent, which is an increased of affective commitment, retention of quality employee and the success of the Japanese retirement system.

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