Skill-based pay

Wages are determined based on the worker's job performance ability, and together with job-based pay, they are the main form of job-based pay. There are two types depending on how the ability to perform a job is perceived. One is to classify job performance ability by type of work (called job classification, for example, laborers, clerical workers, supervisors, and managers), set ability levels for each job, and assign wages to them. The other is to set an ability hierarchy for job performance ability (for example, for clerical work, councilor-deputy councilor-chief clerk-clerk-assistant clerk, and for technical work, chief engineer-engineer-technician-assistant technician-laborer-assistant technician), and determine wages according to that hierarchy. It has expanded with the strengthening of meritocratic management in companies, and in recent years, it has been promoted even more vigorously as part of the creation of a system that can respond to "rationalization" such as the fluidity of jobs, the expansion of work scope, and transfers and support. However, there are many problems, such as the fact that ability evaluation inevitably becomes arbitrary and subjective, and that it leads to wage discrimination and widening disparities.

[Toshikazu Yokoyama]

Source: Shogakukan Encyclopedia Nipponica About Encyclopedia Nipponica Information | Legend

労働者の職務遂行能力を基準として決められる賃金で、職務給とともに仕事給の主要な形態をなす。職務を遂行する能力のとらえ方によって次の二つのタイプに分けられる。一つは、職務遂行能力を仕事の種類ごとに分類（職掌分類という。たとえば作業職、事務職、監督職、管理職など）し、各職掌ごとに能力段階を設け、それに賃金を対応させるものである。いま一つは、職務遂行能力について能力序列を設け（たとえば事務系統については参事―副参事―主事―書記―書記補、技術系統では技師長―技師―技手―技手補―工手―工手補）、その序列に従って賃金を決めるものである。企業における能力主義管理の強化に伴って拡大を遂げ、さらに、近年、職務の流動化、作業範囲の拡大、配転・応援などの「合理化」に対応しうる体制づくりの一環として、いっそう強力に推進されつつある。しかし、能力評価が恣意(しい)的、主観的にならざるをえないこと、賃金の差別化・格差拡大を生み出すことなど問題も多い。

［横山寿一］

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