The purpose of this paper is to analyze the relationship between jobsatisfaction and the degree of localization of management functions based on thecomparison among Taiwan managers working for the Japanese, Americanand Taiwan companies in Taiwan. This issue was investigated in terms ofOrganizational Commitment, Self-appraisal of Performance and Contribution, Human Resource Development, Communication with the Parent Company, Interpersonal Relationship with Superior, and Decision Making Style. Thequestionnaire survey was conducted for Taiwan managers in Japanese (n=136), American (n=18) and Taiwan companies (n=97).
Major results indicated the outstanding high position among managersworking for the U.S. Company in Taiwan for all major variables explored bythis study, especially job satisfaction. On the other hand, Taiwan managers inJapanese companies showed relatively high satisfaction with incentives likeaspects of welfare. Results of the research also indicated that the job satisfactionis caused by Human Resource Development experienced by each manager in the form of formal education and training, and on-site job training.

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This paper tries to establish a direct link between HRM, environmentalsupport, and business success among Japanese small- and medium-scale firmentrepreneurs. In substance, it focuses on the attitude successful and unsuccessfulentrepreneurs adopt toward their employees and the main tools they resort to inmotivating and training them. Analyses show that successful entrepreneurs arethose who delegate more decision power, assign more responsibility for controland goal achievement, and give more human consideration to their employees.Nevertheless, some variables in the entrepreneurs' background also affect theirattitude. Moreover, successful entrepreneurs gain more support from businessrelations and are less prompted to consult family relatives in regard to theirbusiness activities. The improvement of participative management amongJapanese entrepreneurs and the possibility of applying such attitudes in developing countries are discussed.

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Knowing the needs and the state of satisfaction of young employees is veryimportant for companies to develop personnel manegement policy for the younggeneration. This research investigates the factors and structures of lifesatisfaction of new company workers who were employed immediately afterschool graduation. The data were collected from 1, 413 respondents with aquestionnaire survey. The results of factor analysis showed that there are sevenfactors which span life satisfaction. Work satisfaction and material satisfactionhad a crucial influence on present life satisfaction in the company. The results of cluster analysis showed that the respondents can be categorized into six groups.

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Following the economic reforms started in 1978, now market economy becomeprevalent in China in 1992. Enterprise managers obtained much more power thanthey had had previously. This paper presents the results of investigating the topmanagers' leadership types, based on eighteen different sized enterprises inZhejiang Province, China. The results suggest that in cognition of the topmanagers' leadership types, there are significant differences among the topmanagers themselves, the middle managers, and technicians in Chineseenterprises. The cognitive patterns indicate that the top managers like torecognize their own leadership types as more decentralized than they are, whilethe middle managers like their top managers to demonstrate the moredecentralized type, and the technicians prefer them to act in a manner betweenthe centralized type and decentralized type. It is clear that the leadership climateis not very favorable to top managers in Chinese enterprises who must face theconflicts between their own expectations of their leadership roles, and the expectations of their subordinate managers and technicians.

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The purpose of this study is to investigate the vocational conciousness of youngworkers by themselves and opinions by their employers. Two kinds of mailquestionnaire surveys were conducted for workers and employers respectively: 1048 young workers (628 male and 420 female) and 1096 employers providedusable data for this study.
Main results are the following;
(1) Young male workers have more strong motivation toward their work thanfemale ones.
(2) Elder female workers (25-30 age) have more strong motivation toward theirwork than younger workers (18-24 age).
(3) Employers support philosophy of traditional Japanese managementsystems more strongly than young workers. This tendency is observed as morepopular by the large- size company's employers and high performanceemployers.
(4) Young male workers have more negative attitude toward a change ofoccupation than young female ones.
(5) Young female workers think their private living hours are more importantthan young male ones.
(6) Elder workers (25-35 age) have more positive attitudes toward snperiorfigures, self-development programs, human relations at their work place thanyounger workers (18-25 age).
(7) Employers support more strongly philosophy of traditional Japanese management systems than young workers.

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A study was conducted for the purpose of constructing a theoretical model todescribe the process of corporate culture (CC) development based on the 4 cases, in which dyanmic processes of generating CC were observed through interviewand questionnaire survey methods. Two cases were derived from studies inJapan and the other two were from China. Analyses on these cases suggestedthat regardless of national differences, the following 5 stages were in operationfor generating new CC in the business organization.
At Stage 1, top management group perceived critical changes in the environmentand recognized something must be done to meet these challenges. TheSecond Stage emerged when a top group in the organization could create newvalues that would designate the new direction for the CC change. At the ThirdStage, new values were transformed into symbols, designs and various visualidentity (VI) items for the purpose of communication through the corporateidentity (CI) method and training-educational programs. Then, attempts tochange the critical part of organizational structure were undertaken for theFourth Stage for the purpose of accomodating contents of new values andsymbols. The Fifth Stage involved changes in peoples' attitudes and behaviors byreflecting the renewed value system and structure of the organization. Out offour cases, two organizations completed all five stages and achieved successfulchanges in CC, while the other two did not, due to missing of either one of the sestages.

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