The purpose of this study was to measure the environment cognition pattern common tohigh performers, and to confirm the relation between environmental cognition andbehavior traits.
In this paper I first propose a research question that the personal receptivity of anemployee causes a difference in how he/she perceives his/her job when recognizinghis/her own environment in a corporate setting. I then propose a hypothesis that a certainlevel of receptivity is a necessary condition for an employee behavior to become a highperformer. The discussion point is not the classification of job types, but the difference ofcognition patterns of individual employees.
Through a quantitative survey method, I verified whether employees actually displayeddifferent levels of receptivity of environment cognition and confirmed the hypothesis. As aresult, sufficient dispersion was seen in the level of environment cognition in a group ofemployees pursuing the same job roles and a hypothesis for the most part. I was able tospecify the behavior trait of a group with high receptivity of environment recognition, namely, this group fulfilled the necessary condition for high performance to a relativelygreat degree.

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From a long-term point of view, the balancing of work and non-work roles has beenregarded as important for increasing job performance. It is necessary for employees toenhance autonomy to deal with their business and to carry out their tasks successfully, andit is a key issue for employers to enhance worker autonomy to ensure the acquisition oftalented people and to increase their productivity.
This paper explores the relevance of work autonomy with work-life obligations from thestand point of autonomous task allocations and task attributes. Specifically, it examines thedegree of existing work autonomy from a multi-agent perspective. Data is drawn from asample of seven companies divided into four classes based on the richness of theircorporate support systems. The questionnaire survey covering ten work autonomy factorsshows considerable differences do exist in the perceived level of work autonomy betweenspecific factors and agents, a finding which has potentially important implications forpromoting greater work-life balance in the Japanese workplace.

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The purpose of this paper is to examine the relationship of firms' ownership advantages, internal advantages, and entry mode to the performance of Japanese overseas subsidiaries in China based upon eclectic theory of Dunning. By using 146 Japanese manufacturing firms, we found that ownership advantages, internalization advantages, entry timing and entry experience to Hong Kong have positive relationships on profitability. However, we conclude that entry mode and capital participation by Sogo Shosha have no relationship on profitability.

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The purpose of this study was to investigate following four hypotheses.(1) Students who do career decision-making have ideal self-concept in vocational context, and they aim at actualizing the ideal self-concept.(2) While making career decisions, they recognize the gap between either ideal self-concept and actual self-concept, or ideal self-concept and social context or both ideal self-concept and actual self-concept, and ideal self-concept and social context. After recognizing them, they cope with those gaps.(3) While making career decisions, they think over their ideal self-concept, actual self-concept, and social context.(4) Through career decision-making, their ideal self-concept in vocational context gets clarified. Twenty-nine senior university students were interviewed, and the results were as follows. Hypothesis (1) and hypothesis (4) weresupPorted, and hypothesis (2) and hypothesis (3) were partly supported. Finally, these four analyses were unified, and a hypothetical model of integrating ideal self-concept and actual self-concept, ideal self-concept and social context was proposed.

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The purpose of this research was to formulate and evaluate a model of behavioral and attitudinal variables for predicting career adaptability which is assumed as a major developmental task for early adulthood workers.
A multistage path model proposed a priori was constructed using the following eight variables. The six exogenous variables were awareness on own responsibility, intimacy, establishment of own aspiration, generativity, awareness on social role, and openness. The two intermediate variables were clarity of self-image, and empowerment.
The participants of this research were one hundred and forty male workers in their early 30s who are employees of a Japanese company.
Career adaptability was found to be explainable by some behavioral and attitudinal variables. Major findings are as follows:(1) Openness was the most influential variable on career adaptability.(2) Clarity of self-image, empowerment, and awareness of own responsibility were influential variables on career adaptability.(3) Such variables as establishment of own aspiration, intimacy, and awareness on social role have indirect effects on career adaptability through clarity of self-image and/or empowerment.

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While the documented number of Japanese companies introducing performance-based evaluation is on the increase, the number of early proponents either revising or abandoning results-based systems would suggest that all is not well with the Japanese application thereof.
Major issues fall into three main areas: 1) the increasing complexity of evaluation models; 2) the gap between what models promise and actually deliver; and 3) low staff buy-in to the evaluation process per se. While each is independently cause for concern, a greater concern is that they seem to compound each other, creating a kind of negative synergy. Accordingly, this paper argues that a radical new approach is required to break this vicious circle, positing the UNDP's Human Development Index as an instructive alternative.
Specifically, the HDI approach of capturing the inherently complex concept of “human development” by three indicators (longevity, adult literacy and GDP) may indicate a tenable exit strategy from current evaluation complexities. While the specific performance indicators proposed in the paper are highly provisional and need to be empirically tested, the basic approach of pinioning evaluation frameworks on the concept of “bounded objectivity” is deemed to hold promise for not only simplifying evaluation procedures, but also raising their manageability and powers of persuasion

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