The purpose of this study is four fold. The first one is to investigate the discriminant validity of workers' three Career-Consciousness scales: Career Commitment scale, Career Goal Commitment scale, and Career Satisfaction scale with other scales. The second is to investigate the dimension of Career Decisions-and-Behaviors.
The third purpose of this paper is to investigate the relationship between Career-Consciousness and Career Decisions-and-Behaviors. The fourth one is to investigate the difference of relationship between Career-Consciousness and Career Decisions-and-Behaviors at different career stages.
The facts and conclusions in this paper were drawn by using 249 workers in six companies. In these six companies, the above-four referenced purposes were investigated.
As a whole, it was made clear that in the study on the relationship between workers' consciousness and organizational behavior measured by Career Decisions-and-Behaviors, the viewpoint of career is important.

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Effects of leadership of the head nurse on organizational commitment and morale of subordinate nurses were examined, by taking leader's personality and social power as moderator variables. Some 318 nurses at two hospitals were snrveyed. An original scale was constructed in order to tap social power, and a four factor structure was identified. Factors of referent/expert (attractive) power, coercive power, legitimate power and reward power were extracted. Using this scale, it was discovered that referent/expert (attractive) power exerted moderator effects on the relationship between leadership P behavior and both commitment and morale, while legitimate power also had a moderator effect on the relationship betweem leadership M behavior and commitment. Furthermore, years of experience of nurses showed moderator effects on delegative leadership behavior and morale.

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This study examines the relationship between internal service behavior to subordinates and each of four components of job satisfaction based on the managers (n =267) derived from the two service organaizations. Covariance Structure Analysis was used to evaluate causal models which involved relationships among internal service behavior, four components of job satisfaction, and intent to remain in the organaization. Results suggest that satisfaction with work itself showed a strong impact on internal service behavior to subordinates. And no moderating effect of intent to remain with job satisfaction was observed. Practical implications and suggestions for future research are discussed.

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This research investigates the determinants of pay and job satisfaction among Japanese office workers and explores gender differences in the effect of pay satisfaction on job satisfaction. It is hypothesized that no gender difference should emerge in job attitudes of Japanese workers when individual job qualities are equal. The results indicate that the pronounced importance of pay for Japanese office women are not necessarily reducible to gender differences in the job quality.

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In spite that the stage model of organizational socialization has been recognized as theoretically valid, little empirical support has been presented. The purpose of this study is:(1) to discuss the concepts, stage, variables, and propositions of the stage model, especially of Buchanan and Feldman, (2) to develop an integrated stage model based on two models above, and (3) to reveal its empirical validity. Based on the integrated model, a questionnaire survey was conducted with 292 subjects' self-report answers. Results yielded that:(a) the stage model with three substages was founded based on two kinds of variables, and five hypothetical propositions, (b) empirical substantiation of integrated model was found more sufficiently acceptable, than in case where either one of them was tested in each original reseach, (c) one of the theoretically based propositions appeared to be questionable to preserve qualified empirical verification. Implications for future reseach were proclaimed concerning the methodological limitation of this study and the existence of “U-Shaped” accomplishment pattern of socialization tasks among employees' tenure.

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The purpose of this article is to articulate the ongoing structural changes of Human Resource Management (HRM) in Japanese companies and to redefine the role of white collar workers from both a critical and clinical point of view.
Through a case study of Human Resource Management in a book publishing company, it was found that;
(1) White collar workers should be dealt with as specialists rather than general managers.
(2) Career development programs for training white collar wokers to be specialists are necessary, and
(3) Roles should not be restricted to managerial but diversified to staff and specialist roles.

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An inventory to measure personality traits of Chinese state employees named a GB Personality Test was administered based on 322 employees (155 males and 67 females) working for the local government offices and enterprises in Liaoning Province, China. This inventory consists of 150 items that constitute 15 factor scales representing the following three key dimensions. First, the naturalistic trait dimension consists of character predisposition, emotional stability, richness of emotion and quick thinking. Second, the emotional dimension constitutes awareness, tolerance, aspiration, responsibility and maturity. Third, the work-style dimension includes independence, exploration, boldness, interpersonal competence and sensitivity.
Trait scores across the above 15 scales were examined in terms of skewness of the distributions, male and female differences, and comparisons among the young-, middle- and old-age employee groups. Results indicated that all scales examined distributed normally, with showing some significanat group differences indicating unique features of each group.

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