『雇用の未来』
Cappelli, Peter 1999 The New Deal at Work:Managing the Market‐Driven Workforce, Harvard Business School Press
＝200108 若山 由美訳，『雇用の未来』，日本経済新聞社，413p.
■Cappelli, Peter 1999 The New Deal at Work:Managing the Market‐Driven Workforce, Harvard Business School Press＝200108 若山 由美訳，『雇用の未来』，日本経済新聞社，413p. ISBN-10: 4532149258 ISBN-13: 978-4532149253 \2625 [amazon]／［kinokuniya］ p0601
■内容紹介
人材への投資を放棄し、リストラを行うことでひたすら組織のスリム化に邁進してきた企業が陥るジレンマとは何か?労働市場の台頭で余儀なくされた経営慣行の変化とその行方を説く。
内容（「MARC」データベースより）
従業員との暗黙の了解を書き改め、人事・雇用のあり方を根底から変え、労働市場の台頭で余儀なくされた経営慣行の変化と行方を企業事例や調査データをもとに説く。
Amazon.com
The days of lifetime jobs and employee loyalty are over. Instead, competition and other market forces lead companies to lay off people, and employees to leave for the highest bidder, writes Peter Cappelli in The New Deal at Work. These changes in the workplace are making a salient impact on companies, employees, and the nation. For instance, companies are less likely to provide employee training and development, for fear employees will be poached by other firms. At the same time, companies are more apt to hire outside consultants than full-time employees, in order to stay competitive in a rapidly changing environment. This affects everything from national educational policy to employee morale to corporate management and payment principles, warns Cappelli, who is a Wharton School professor of management and codirector of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. The book, well researched and filled with footnotes, provides historical perspective and insight for company leaders looking to manage the current economic reality. It's aimed primarily at managers, but anyone concerned about the nation's economic policies will gain some valuable insight. --Dan Ring
From Publishers Weekly
Cappelli, a professor of management at the Wharton School, provides an excellent summary and analysis of the fundamental changes in the relationship between employers and employees wrought by the postindustrial economy. Presenting industry trends over the past 15 years, Cappelli shows how, as companies increasingly based their business strategies and organizations on market forces, employee job security has effectively disappeared in the frenzy of cost-cutting and downsizing. Often, a job exists only so long as market conditions allow an employer to keep a worker. In addition, companies no longer perform many of the functions they once did for employees (e.g., prospective employees may have to obtain their own new-skill training in order to be employable). Most interestingly, Cappelli also warns that the new deal at work poses problems for employers, pointing out that, with the tightening of the labor market since 1996, companies have had to confront the thorny task of hiring and retaining committed, skilled workers. Thorny does not mean insoluble, Cappelli argues, and he presents many workable strategies (golden handcuffs policies, team building and joint ventures, among them). The new deal has triggered new attitudes among workers as well, with workers committing to an occupation rather than to an employer. Most of Cappelli's discussion concerns the remarkable adaptations the market has made in response to the new deal in the workplace, but he also warns that an unchecked mania for optimal short-term market efficiency may shortchange questions of fairness and social equity.
Copyright 1999 Reed Business Information, Inc.
Book Description
In this thought-provoking book, the author argues that the relationship between employees and employers--an association that both defines and drives the American workplace--is in a state of profound transition. Organizations that once provided long-term job security and lifetime career development are abandoning these programs in favor of market-based employment transactions: short-term contracts, temporary staffing, and outsourcing. Peter Cappelli explores recent developments in employment relationships and causes us to rethink our long-held assumptions about managing people. He reveals that the new arrangement shifts many of the risks of business from employer to employee, as individuals must now assume responsibility for developing their own skills and careers. Yet when internal development programs are reduced or nonexistent, how can employers retain the employees they need and secure the commitment and specialized skills that so many projects demand? Cappelli's conclusions make for important and compelling reading for employees, managers, policy makers, and anyone concerned with the market forces that shape the American workplace.
■著者略歴 (「BOOK著者紹介情報」より)
キャペリ,ピーター
ペンシルベニア大学ウォートン・スクール教授(経営学)。同校・人材研修センター所長。コーネル大学で労務管理の学士号、フルブライト奨学生として留学したオックスフォード大学で博士号を取得。マサチューセッツ工科大学、カリフォルニア大学バークレー校、イリノイ大学で教鞭をとり、現在に至る。顧用関係について数多くの論文を発表しており、最近の著書としては、リストラクチャリングが社員へ及ぼす影響を取り上げた“Change at Work”や、“The New Deal at Work(本書)”など。米国連邦教育省・全米研究センターの共同ディレクターを務めた経験もある
About the Author
Peter Cappelli III is a professor of management, the chairperson of the Management Department, and a co-director of the Center for Human Resources at The Wharton School. He is also a co-director of the U.S. Department of Education's National Center on the Educational Quality of the Workforce.
若山 由美
ペンシルベニア大学ウォートン・スクール、エグゼクティブ・エデュケーションアジア地域担当ディレクター。国際基督教大学にて学士号、ロンドン・ビジネス・スクールにて経営学修士号(MBA)を取得。日本IBM、野村マネジメント・スクール、中央クーパース・アンド・ライブランド・コンサルティングを経て現職(本データはこの書籍が刊行された当時に掲載されていたものです)
■目次
序章 従業員との新たな関係
第１章 雇用のニューディール
第２章 置き去りにされてきた雇用契約
第３章 何が雇用のリストラクチャリングを引き起こしたのか
第４章 変化の大きさ
第５章 市場原理に基づく雇用関係―外部労働市場はどう機能するのか
第６章 ニューディールが突きつけた課題にどう対処するか
第７章 雇用の未来
■紹介・言及
橋口 昌治 200908 「格差・貧困に関する本の紹介」， 立岩 真也編『税を直す――付：税率変更歳入試算＋格差貧困文献解説』，青土社
＊作成：橋口 昌治