The purpose of this study is to clarify the psychological process by which communication satisfaction with the Human Resource (HR) department influences the intention to stay in the company among general employees. Although the HR department plays a key role in major Japanese companies and communication satisfaction with the HR department could be an important factor for employee retention, the influence process has not been examined so far. Therefore, based on a survey of general employees who are working after four years of employment in major Japanese companies, a mediation model of the influence of communication satisfaction with the HR department on the intention to stay through affective commitment and perceived organizational support is examined. The results show that communication satisfaction with the HR department influences the intention to stay in the company through the mediation of perceived organizational support and affective commitment under the condition that the influence of communication satisfaction with supervisors and workplaces is controlled. This suggests the importance of achieving employees’ positive psychological state toward the organization (affective commitment and perceived organizational support) through communication satisfaction with the HR department for employee retention.

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In order to promote help-seeking of Japan Self-Defense Forces (SDF) personnel, we examined 263 SDF personnel and conducted a pass-analysis by structural equation modeling of various factors affecting their help-seeking attitudes and intentions, including two types of stigmata: social and selfstigma. Before the analysis, we constructed a Japanese version of the Military Stigma Scale, consisting of 10 items, with a sufficient level of reliability and validity. As a result of analysis, we confirmed relations among help-seeking attitudes, help-seeking intentions, and other factors. As suggested by Vogel et al. (2007), social stigma positively affected self-stigma, while self-stigma negatively affected helpseeking attitudes, and help-seeking attitudes positively affected help-seeking intentions of SDF personnel. On the other hand, we found some unexpected effects never confirmed in previous studies. That is, negative direct effects of social stigma on help-seeking attitudes, and positive direct effects of social stigma on help-seeking intentions.

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The purpose of this study is to explore the internal transformation processes about working and becoming a parent of full-time employed mothers during parental leave for their first child. Semistructured interviews were conducted with 15 mothers, and the verbal protocols were qualitatively analyzed according to the Modified Grounded Theory Approach (M-GTA). As a result, a hypothesizedmodel consisting of 11 categories, 9 subcategories, and 48 concepts was formed. The major findingswere as follows: (1) Mothers who decide to continue working after childbirth view parental leave not only as a termfor childrearing, but also as an opportunity for career development, and engage in various on-lineself-enrichment activities. (2) Immediately after childbirth, mothers are immersed in their role and cannot think about career.Psychosocial development is seen in the process of being a parent. (3) Influenced by the parental role’s responsibility and co-parenting with the husband, mothers became more conscious of themselves as members of the family, and aim for a work style that prioritizes time spent with family. (4) They feel the relative emotions of anticipation and anxiety about their multiple-role life after returning to work, and the ambivalent emotions of anticipation and loneliness of leaving their children at the nursery. It is hoped that these results will help to deepen our understanding of the psychology of mothers on parental leave and provide material for considering support for mothers on parental leave.

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The purpose of this study was to examine the effect of management within an organization on the relationship between work engagement and job performance. In the present study, we used organizational data (N=141) to examine the relationship between work engagement and job performance, and whether it is moderated by managers’ member management. The results showed that work engagement had an association with job performance, and at the same time, the association was moderated by the degree of management in the organization. The results of this study support the argument that the role of management in the organization is a prerequisite for the effect of work engagement on job performance, which has been pointed out in previous studies.

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