This study explores how on-the-job training (OJT) and quality control (QC) circles affect work group orientations among Japanese and American factory employees. By contrasting Koike's skill formation theory (1988) and Nagano's multi-effect hypothesis of job training (1984), it investigates whether the impacts of OJT and QC on group attitudes are conditioned by individual expectations for promotions. The results, based on samples of 2241 Japanese and 3583 American manufacturing workers, suggest that the combination of QC participation and promotion, but not that of OJT and promotion, enhances employees' work group orientations. The provision of promotion opportunities was particularly important to encourage Japanese QC members to become group-oriented. Surprisingly, having promotion expectations reduced the effect of QC on group attitude for women employees. The mechanisms of group work activities in the Japanese workplace, and their implications for maximizing worker effectiveness are discussed.

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This paper tries to explore the meaning of decentralized decision making practices by leaders in Chinese State-Owned Corporations (SOCs) and its relationship with corporate performance. As a result of sixteen years reform efforts, the management practices have been improved, due to the increased quality of the top managers in SOCs. The percentage of college graduates among top managers is 75% based for the sample of this study. Reforms have given more power to the top managers than before. Now, it enables them to contorl corporations more freely. However, the middle and lower-middle managers perceive that superiors hold too much power in their hands, as they seem to rely on centralized leadership style in the process of decision making. It was found that in the successful SOCs, managers seem to employ participative decision making practices under the decentralized leaders more often than those in the average perfoming SOCs. Moreover, it was found that managers at lower-middle positions working for the high performing SOCs are enjoying more participation and the higher quality leader-member exchange relations than other managers. This suggests that participation of young managers belonging to the After-Cultural Revolution generation, is one of the features of high performing SOCs in China.

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Recently they say R & D is very important for competitive power of corporations. Creativity and originality of R & D are needed especially in Japanese co rporations, and it is important for corporations to manage their R & D engineers to produce creative and original outputs. It means Human Resources Management in R & D is needed.
This paper tries to investigate the following three questions. The first one is “What does the middle manager in R & D section act as a technical leader?”. The second question is “How can R & D engineers satisfaction level about their job be measured?”. The last one is “How the leaders activity influence R & D engineers job satisfaction?”. From the analysis based on the questionnaire data (112 leaders, 133 followers and 268 colleagues), it was found that seven types of leadership of R & D managers including 14 factors can be identified. These are:(1) strategic leadership, (2) organizational leadership, (3) technical expert leadership, (4) leadership in information organization, (5) personnel development leadership, (6) climate creator leadership and, (7) responsive leadership. Thesefactor had influence on effectiveness in R & D management.

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To examine the effects of household work on psychological states, a packet of questionnaires was distributed to 37 researchers. They were divided into high and low scorers on a household work measure. A multiple analysis of variance found that the low scorers, as compared to the high scorers, showed lower distress and higher arousal during the day time on a working day, while the low scorers showed lower distress as well as lower arousal in the evening of the work day. On the day off the distress was higher continuously during the day but the arousal was higher only in the evening among the high scorers. This result that distress and arousal were linked to the day and the time suggests that the household work functions as a psychological stressor.

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This study aims at analyzing the secretarial task characteristics with a view toclassifying secretarial jobs. A quetionaire survey was performed and data were collected from 186 employees who work as secretaries in various organizations. An instrument was created with 84 items representing secretarial tasks. Also, questions were adopted from the Job Diagnostic Survey to calculate the Motivating Potential Score. Results of a factor analysis suggest that there are four distinct types of secretarial work. After computing the Motivating Potential Score for each type of work, it is apparent that job redesign is called for so that these jobs are constructed and arranged in order to foster career development of secretaries.

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The purpose of this study is to investigate the relationship between employees' Job Stress and Mental Health and their organizational climate as measured by the Morale Survey. Job stress may become a damage to employees' Mental Health, but there will be a set of third variables which work as moderators. The present study was conducted to examine how these variables influence the relationship between Job Stress and Mental Health based on their moderating effects. The questionnaire was composed of the following six measures: Morale Survey Questions, Organizational Environment and Awareness for Mental Health, Life Style and Stress Coping Activities (as moderator variables), Job Stress, and Mental Health. 1045 workers belonging to the different companies responded the questionnaire survey.
Results of the analysis revealed the direct effect of Morale on Mental Health. And about the stress moderating effect of Morale Survey, Life Style and Stress Coping Activities, defferent patterns of influence were identified for each moderator.

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The purpose of this study is two folds. The first one is to investigate leadership structure of principal, vice-principal, and other subleaders at elemenntary school and junior high school. The second is to investigate relationship between leadership and teachers' morale. A mail qustionnaire survey was conducted, and 355 teachers provided usable data for the present study.
The results of this study were as follows:(1) Two factors for elementary school principals and four factors for junior high school principals were found as leadership factors by a factor analysis on a leadership scale. Transformational leadership and consideration were common among elementary and junior high school;(2) Three factors (consideration, assistance of principal, management) were found as leadership factors of vice-principal at elementary and junior high school;(3) Three factors were found for teachers in charge of the general affairs concerning instruction;(4) The relationship between school leadership and teacher's organizational commitment was found at elementary and junior high school;(5) Interactive effects of transformational leadership (by principal) and consideration (by subleader) on the teachers' organizational commitment were found.

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