Vol. 71, No. 4

Saho HIROKAWA
The Manchukuo's attempt to establish the landownership in Mongolian lands in Jinzhou and Rehe provinces

The purpose of this paper is to clarify the attempt to establish landownership in Manchukuo. During the Qing dynasty, in Northeast China and Eastern Inner Mongolia, landownership was restricted to the Qing, Mongolian banners (administrative units), and wanggong (Manchu princely title). At the time, according to the fengjin (closure) policy, Han Chinese (Hanren) were prohibited from migrating to Northeast China and Eastern Inner Mongolia. But in actual fact, Hanren did migrate there and became peasants, and although they could not buy land, they acquired the right to cultivation.

Starting in 1935, Manchukuo undertook a land survey to investigate landownership and decided to grant peasants the right to landownership. But in the Mongolian lands of Jinzhou and Rehe provinces (Kinnetsu Mochi), land was owned by Mongolian bannermen, so it was difficult to establish landownership by other parties. Manchukuo thus had to maintain the status quo on landownership but abolished the fengjin policy, enabling peasants to purchase land.otton-ginning industry provided employment possibilities for women in rural factories with greater linkage effects than in the plantation industries.

Kazuhiro IWAMA
The scientific management of corporation employees: a study of Commercial Press, Ltd., in 1930s Shanghai

This essay studies the introduction of F. W. Taylor's scientific management by Chinese company managers, and its adoption by corporate employees, to demonstrate the controlling process of society in Republican Shanghai.

In China, the introduction of scientific management began in earnest around 1930 in response to requests by the International Management Institute for private managers and scholars to cooperate with the government to organize and launch a promotion movement. Most participants of the China Institute of Scientific Management, the organization central in the promotion movement, were concentrated in Shanghai.

In January 1931, Wang Yunwu, the general manager of Commercial Press, Ltd., tried to apply Taylor's scientific management method, which aimed to improve labor efficiency, to editing and translation work in his publishing company but failed as a result of employee opposition. After the Second Shanghai Incident in August 1932, however, Wang succeeded in introducing scientific management along the lines of Fayol's principles, which called for a total reform in management.

As a result of the new scientific management, the employees were measured, evaluated, and directed in their time on duty and work contents. They accepted the corporation's control, which strengthened their class consciousness as 'white collars' as opposed to manual labors, and also stratified them into senior, middle, and lower class employees.

Ken ISHIKAWA
The Japanese television broadcasting business in the early years (1950s to 1960s): considering aspects of the practical use of imported programs

The purpose of this paper is to examine the significance of imported television programs and how the creation of the domestic industry for program contents production involved domestic movie companies (DMC) and sponsors.

One of the initial problems faced by the television business was the paucity of the domestic industry for producing programs. DMC held important resources, such as stocks of old movies and capabilities of producing contents, which could complement the television industry. But DMC did not cooperate with the television business, which thus had to depend on importing contents, mostly from the United States.

Foreign exchange allocation for television enabled the television business to import programs. It meant that imported programs made up for the inadequacy of domestic capabilities to produce programs and contributed to the enrichment of television contents. Content improvement in turn contributed to the increase in the utility value of television sets themselves. Thus television broadcasting established itself as a new mass media at an early stage through the active use of imported programs.

The substantial liberalization of the televisions contents trade in 1963 provided an opportunity for the television business to meet the conditions for the realization of a domestic industry to produce programs. In the meantime, the position of DMC as well as sponsors changed. In the middle of the 1960s, the domestic industry was finally established. DMC were then to become active participants in the television business, and sponsors came to appreciate the quality of domestic programs.

Hiroshi SUGIYAMA
The introduction and transformation of job-based wages in the steel industry: a case study of Yahata Steel and Nippon Steel from 1960 to 1971

The purpose of this paper is to investigate the introduction of job-based wages (shokumu-kyu) and their transformation in Yahata Steel and Nippon Steel, with special attention to the objective factors and the subjective intentions of labor and management.

In Yahata Steel, the impact of technological changes on the labor process caused great discontent among young workers because they believed that their wage levels were unfairly low under the seniority-based wage system. This problem was resolved by the partial introduction of job-based wages into the wage system of blue-collar workers, which management implemented in 1962. Moreover, the worker ranking system and incentive wages were both revised in 1967 to strengthen their links with job grades.

The establishment of Nippon Steel by the merger of Yahata Steel and Fuji Steel changed the situation. In Nippon Steel, the worker ranking system was modified to weaken its connection with job grades. In addition, the job-based wage system was further modified by the inclusion of assessment of job performance.

The strong backing of management for job-based wages seemed at first to be successful, but as this case study shows, because of industrial politics between union and management, the implementation of a job-based wage system ended in failure.blished. DMC were then to become active participants in the television business, and sponsors came to appreciate the quality of domestic programs.

Makoto AKAGI
Forming the concept of family allowances in interwar Britain: social survey, campaign, and policy design

Much importance has been attributed to the role played by Eleanor Rathbone in the formation of Britain's family allowances system during the interwar period. The campaign for family allowances took place with Rathbone as a leader of voluntary groups. This article, however, pays attention not only to Rathbone but also to two other prominent figures, Seebohm Rowntree and William Beveridge, all of whom participated in the making of the concept of family allowances.

The author's question is straightforward. What made Rathbone hit on the idea for family allowances? And how was her idea able to influence policy-makers? The paper shows (1) that Rathbone realised the significance of family life-cycle aspects of the poverty problem by looking at Rowntree's first social survey of the poor in York; (2) that the thrust of arguments by campaign groups, such as the Children's Minimum Council, was eventually accepted by government bodies, i.e., the Unemployment Assistance Board and the Unemployment Insurance Statutory Committee; and (3) that Rowntree's second survey influenced Beveridge, who recognized the need for the 'universal' implementation of children's allowances. In other words, the three took on separate but mutually complementary roles in the entire process: Rowntree as a survey taker, Rathbone as a campaigner, and Beveridge as a policy designer.