いろんな規則や罰則(注1)を作って、社員をがんじがらめにして(注2)ひたすら働かせるというタイプの経営者も、まあ今時は少ないとは思うが、まだいることはいる。①そういうやり方が間違っていると思うのは、たとえそれで社員の労働力を物理的に100パーセント引き出すことができたとしても、そのかわり精神面での労働力を捨てることになるからだ。
精神面での労働力というのは、たとえば創意工夫する(注3)能力だ。強制的に(注4)仕事をさせるやり方では、人の創意工夫の能力を引き出すことはできないのだ。人間の心は、自由なときにその本来の能力を発揮する。楽しんで、興味を持って何かをしているとき、人はいろんなアイデアを思いつく。(中略)
そして、どんな仕事であろうとも、人間のする仕事には、この創意工夫の才能が重要な役割を果たす。一日中、ひたすらネジを締める仕事であっても、だ。どうすれば不良品を減らせるか、どうすれば作業効率(注5)を上げられるか。たとえばQC活動(QualityControl:品質管理のこと)を通して、作業する人が自分たちで②そういうことを積極的に考えるようになるシステムを創り上げたからこそ、日本の製造業は世界一になれたのだ。
そしてそういう能力を引き出すためには、従業員にとって、そこで働くことが本当の意味で自分のためになるという環境を作ることが欠かせない。
本人の幸せと会社の業績(注6)が一致すれば、愛社精神なんてものは自然に育つ。強制なんかしなくても、従業員はプライドを持って心から会社のために働こうと思う。
(高田神助『ご飯を大盛りにするオバチャンの店は必ず繁盛するー絶対に失敗しないビジネス経営哲学』による)
(注1)罰則:違反したときに従わなければならない規則
(注2)がんじがらめにする:ここでは、縛る
(注3)創意工夫する:新しいアイデアを考え出す
(注4)強制的に:無理やり
(注5)作業効率:ここでは、作業を進める速度
(注6)業績:仕事の成果
AI translation, cross-checked between two models.
I think there are fewer managers nowadays who create all sorts of rules and penalties, restrict their employees in every way, and make them do nothing but work, but such managers do still exist.(注1)(注2) I believe ① such an approach is wrong because even if it could physically extract 100 percent of the employees' labor, it would do so at the cost of throwing away their mental capacity for work.
Mental capacity for work includes, for example, the ability to devise creative ideas and improvements.(注3) An approach that forces people to work cannot draw out their ability to think creatively and devise improvements.(注4) The human mind demonstrates its inherent abilities when it is free. When people are enjoying themselves and are interested in what they are doing, all kinds of ideas occur to them. (Passage omitted)
And no matter what the job is, this talent for creative thinking and improvement plays an important role in any work done by human beings. That is true even of a job that consists of nothing but tightening screws all day. How can defective products be reduced? How can work efficiency be improved?(注5) It was precisely because a system was created in which workers themselves actively thought about ② such issues, for example through QC activities (Quality Control), that Japanese manufacturing was able to become the best in the world.
And in order to draw out such abilities, it is essential to create an environment in which working there genuinely benefits the employees themselves.
If an individual's happiness and the company's performance are aligned, loyalty to the company will naturally develop.(注6) Even without being forced, employees will take pride in their work and sincerely want to work for the company.
(Based on Takada Shinsuke, The Shop Where the Lady Serves Large Portions of Rice Will Always Prosper — A Business Management Philosophy That Never Fails)
(Note 1) Penalty: a rule that must be followed when a violation occurs
(Note 2) To bind hand and foot: here, to restrict
(Note 3) To devise creative improvements: to come up with new ideas
(Note 4) Forcibly: by force
(Note 5) Work efficiency: here, the speed at which work progresses
(Note 6) Performance: the results of one's work
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