A Panel Study of Restructure of HRM Systems and Measures, Supervisorsʼ Behavior in Workplace, and Employee Satisfaction

Abstract

This paper analyzes the effects of supervisors' behavior toward employee satisfaction (ES) during a period of HRM systems (HRMS) reform, implementation and actual operation. Using 4-term-panel micro-data on workers in one Japanese medium-sized firm, it provides two findings. First, supervisors' behavior in workplace has positive effects on ES (for overall, working conditions, and job satisfaction). Second, it is proved that HRMS reform and related measures for supervisors improve their behavior in workplace. This indicates that the results of HRMS reform should be examined by not only considering design of the HRMS, but also considering actual behavior of supervisors through operation of new HRMS.