akiyama-kenichiro

In my previous post, I examined an article by Keiichiro Hamaguchi, published in the Nikkei on March 6, 2026, and raised concerns that the concept of “job-based” employment—widely discussed in Japan—is often treated as a matter of HR system design, detached from organizational and job design. In this follow-up, I turn to the article by Motohiro Morishima, published in the Nikkei on March 9, 2026, titled “The Current State of Job-Based Employment (Part 2): Expectations Yet to Be Realized,” to exp

I read with great interest the article by Keiichiro Hamaguchi, published in the Nikkei on March 6, 2026, titled “The Current State of Job-Based Employment (Part 1): The Foundation Remains Japanese.” The article begins with an intriguing observation: that the very term “job-based” has become oddly prominent in Japan. In most parts of the world, employment, HR practices, and compensation are fundamentally based on jobs. There is therefore no need to explicitly label them as “job-based.” From this

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