ABSTRACT
This chapter discusses the developments in personnel management at two major construction firms along similar lines as the previous two chapters. To sketch the environment in which these firms have operated, it provides a brief description of the Japanese construction market and its employment practices. It then discusses the two case studies by focusing on the introduction of performance-related pay and the rise in non-regular employment. In addition, the case studies address, when relevant, additional changes and the developments between the studies in 2002 and 2007.
