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Volume 4 (1989)
- Issue 2 Pages 65-
- Issue 1 Pages 1-
Volume 4, Issue 1
Displaying 1-6 of 6 articles from this issue
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Xiao-Qi ZHENG, Shen-Zhong LU1989 Volume 4 Issue 1 Pages 1-7
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSThe state of industrial psychology studies in present China and administrative efforts involving industrial/organizational psychology were introducted briefly. In China, industrial psychology includes two different fields: ergonomics and organizational psychology. The first part of this review reported past important researches made by Chinese scholars in these two areas. The background of the Chinese society connected with these studies was also discussed.
For the second part of this artical, some charactrestics of the Chinese industrial organizations were examined to show problems associated with the Chinese corporation and to point out the needed studies in the future development of organizational psychology in China. In this attempt, Chinese corporate organizations were compared with Japanese counterparts to discuss such issues as leadship system, interpersonal relations, workers' organizational commitment, and the recently changes in the relationship between workers and managers.View full abstractDownload PDF (1081K) -
Examining determinants of organizational career progress based on the path analysisMitsuru WAKABAYASHI, Kazushi SAITO1989 Volume 4 Issue 1 Pages 9-17
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSFor the purpose of testing the hypothesized major contribution of vertical exchange quality to management development, 1058 line managers at four different hierarchical levels were sampled from five of the leading corporations in Japan. Hierarchical regrssion and path analysis results showed that both vertical exchange quality and the present hierarchical level contributed uniquely to managers' career development activities after the contributions of company, age, tenure, education, technical specialty and intrafirm mobility were controlled. In addition, the contributions of these control variables were estimated and a summary path diagram was presented.
Implications of these findings for our understanding of Japanese management development were discussed, focusing upon the two dominant management career paths in Japanese organizations: one through the traditional nenko system and the other through the interpersonal (leader-member relations) path.View full abstractDownload PDF (1184K) -
Comparing attitudes toward divergent thinking of managers and non-managers before and after trainingMin Basadur, George B. GRAEN, Jiro TAKAI, Mitsuru WAKABAYASHI1989 Volume 4 Issue 1 Pages 19-27
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSA field experiment compared managers'(n=90) and non-managers'(n=66) attitudes toward divergent thinking before and after training in a three phase process of creative thinking emphasizing problem finding as well as solving and implementing. The mediating effect of personal creative problem solving style was also measured. The sample was comprised of a variety of functional specialties, hierarchicalevels and organizations. Before training, managers were lower in tendency for premature convergence but non-managers were higher in preference for active divergence. After training, both groups had improved both attitudes and between-group differences were no longer statistically significant. The manager and non-manager groups were found to have different distributions of creative problem solving style. For managers, the dominant style was conceptualizor and for nonmanagers it was generator. Among both groups, training benefitted participants with the optimizer style the most in improving the two divergent thinking attitudes.View full abstractDownload PDF (1099K) -
Development of strategic human resource management in 131 firms in the Tohkai districtYasuaki KIDO1989 Volume 4 Issue 1 Pages 29-39
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSThis study explored (1) to what degree corporate strategy, organization structure, and practices of personnel management were integrated, and (2) whether the fit among strategy, structure, and personnel management was really related to high performance. Questionnaire data were obtained from managers of personnel or planning sections in 131 firms which have headquarters in the Tohkai district.
The results indicated that practices of personnel management tended to lag behind development of strategy and structure, although the appropriate structure for implementing strategy was likely to be attempted. While we could not collect enough data to test the hypothesis that in high performing firms, strategy, structure, and personnel management tend to be congruent, a preliminary analysis conducted by using several firms' data turned out not supporting the hypothesis. The reasons why this “fit-high performance” hypothesis was not supported and practices of personnel management were likely to be incongeruent with strategy and structure are examined, and the implications for developing strategic human resource management are discussed.View full abstractDownload PDF (1533K) -
On relationship between levels of self-esteem and attitudes toward work, needs for training and adjustment to workKazuhisa KOBAYASHI1989 Volume 4 Issue 1 Pages 41-48
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSOn the basis of Korman's self-consistency theory, this study examined the effect of selfesteem on vocational behavior (e. g. attitudes toward work, needs for training and adjustment to work). It was assumed that levels of self-esteem have different effects on attitudes toward work, needs for training, adjustment to work and life plans. That is, high selfesteem persons will maintain a positive attitude toward work, and will not have strong needs for training. The results indicated that a high self-esteem person tends to remain high in his appraisal of the current job. Also, it was found that the level of self-esteem relates positively with adjustment to work, and negatively with the need for training.View full abstractDownload PDF (973K) -
Mitsuru WAKABAYASHI, Sachiko SANO, Sumiko SAKAI1989 Volume 4 Issue 1 Pages 49-63
Published: April 30, 1989
Released on J-STAGE: January 27, 2011
JOURNAL FREE ACCESSThe present study tested a hypothesis stating that effects of leadership training conducted for female managers would lead to enhancing their self-image in terms of masculinity and femininity dimensions. Moreover, this study examined that the effect would be more significant if participants were lower in hierarchical positions, voluntarily participated rather than by the company order, and had higher orientations toward challenging tasks.
To test these hypotheses, 34 female managers participated in the “Leadership Seminor for Female Managers” that was sponsored by the Aichi Prefecture were asked to respond the questionnaire before and after the training. Results of the analysis indicated that masculinity self-image did not change, while femininity one decreased significantly. This apparently opposite results to the hypothesis were attributed to the severity of training experiences by which female managers were forced to redefine their self-image by sacrificing femininity. The tendency to change femininity were found stroner if female managers were lower in management positions, and higher in orientations toward job challenge.View full abstractDownload PDF (1624K)
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