This study aimed to assess the relationship between the Communication skill scale for Home-Visiting Staff (CHVS;Watanabe, Shimazaki, & Takenaka, 2021), psychosocial factors, and intention to leave by following the job demand-resource model (Bakker & Demerouti, 2007). CHVS consisting of two scales, CHVS-user (α=.96) and CHVS-coworker(α=.95), was newly developed to assess communication skills of home-visiting staff with users and co-workers due to a high demand for home-visiting services. A total of 432 home-visiting staffs (Female=212, M=49.43 years old, SD=12.11) answered the online questionnaires about social support from co-workers and supervisors, job satisfaction, job engagement, well-being, and stress. The results showed significant differences of CHVS in gender, age, and employment status but not regarding job experiences and taking communication classes. The path analysis conducted after calculating a partial correlation coefficient between CHVS and the variables demonstrated that the former influences job satisfaction through a mediating function of social support.The stepwise regression analysis showed that job satisfaction significantly influences the intention to leave. Finally, the importance of communication skills and social support is discussed to improve retention of home-visiting staff.

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This study examined the moderating effect of heterogeneity in employee behavior on the relationship between role ambiguity and intention to stay in an organization. Hierarchical data was collected from 888 employees in 61 childcare facilities. This data and multilevel analysis was used to test the cross-level effects of organizational-level behavioral heterogeneity on the relationship between individual-level role ambiguity and the intention to continue working. The results show that employees who perceive strong role ambiguity have lower intentions to continue working, especially in organizations with high heterogeneity in employee behavior. Employees seek norms to help them make behavioral decisions when they experience job uncertainty caused by role ambiguity. This study concludes that employees maintain their intention to continue working by acquiring descriptive norms from the homogeneous behavior of their colleagues.

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The purpose of this study is to identify gaps in existing research of shared leadership focusing on its antecedent and moderator factors and to look ahead to what kind of research is required for the future. A detailed review based on a scoping review identified research gaps in each of the following research groups : 1.antecedents research group focusing on vertical leader factors, 2.antecedents research group focusing on factors other than vertical leader factors, 3.moderators research group focusing on factors other than vertical leader factors, 4.moderators research group focusing on the vertical leader factors. Group1. lacked research on the process and mechanisms by which vertical leaders’ leadership behaviors positively influence shared leadership. Group2. lacked research on organizational level factors and research on the relationships among antecedents those have already been identified. Group3. lacked research on commonality needed to leverage differences among members, also research on moderator effects of external environment factors of the team were also lacked. As to Group4., none of research was done in this group. According to above gaps in existing research, future research possibilities for further development of the shared leadership research field were discussed.

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The purpose of this study was to examine the relationship between career self-reliance, turnover intention, and career-urgency. I asked 1,200 workers to answer a questionnaire on the internet which consisted of psychological variables of career self-reliance (clarity of career self-image, career development motivation, and career self-responsibility awareness), career self-reliance behavior (adaptation to environmental changes, career development behavior, networking behavior, and proactive job behavior), turnover intention, and career-urgency (feeling under pressure, urge to develop career, and concern of career). As a result of the correlation analysis, career development motivation was positively correlated with turnover intention only in one’s forties. In addition, as a whole career development motivation, career development behavior, and networking behavior were positively correlated with urge to develop career.

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