2018 Volume 17 Issue 3 Pages 109-121
What can be done to improve future parameters? Company X is a large firm with 1,300 full-time employees and 35 branches throughout Japan. Data collected from questionnaires showed that as the president of the company made site visits to the company’s branches, which created opportunities for dialog with employees, these efforts led to greater expectations for the future and improved those branches’ future parameters vis-à-vis branches that were not visited. This study found that this impact was even greater as employees’ attendance at social gatherings involving employees following these conversations was more than 80%. However, this impact disappeared when the company got a new president and this practice was discontinued. In other words, future parameters are not constants; hence, maintaining them requires constant attention.
ABAS is supported by Grant-in-Aid for Publication of Scientific Research Results from the Japan Society for the Promotion of Science.