In this study, we focused on the implicit theories of intelligence, and developed the implicit theories of intelligence scale for Japanese workers. The scale showed a two-factor structure with a fixed mindset and a growth mindset, both of which were found to be sufficiently reliable and valid. The fixed mindset that believes in the entity theory that one's intellectual abilities in the workplace are innate and cannot be changed was shown to be associated with a performance-avoidance goal orientation that avoids negative evaluation by others and negative values toward failure. On the other hand, the growth mindset believing in the incremental theory that one's intellectual ability can be improved through effort in the workplace was associated with a mastery goal orientation toward improving one's ability and positive values toward failure. These results confirm the reliability and validity of the implicit intelligence scale for Japanese workers.

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Developing capable executives is crucial in a volatile, uncertain, complex and ambiguous business environment. Leadership development through challenging job experiences has been proposed, but the transformation of emotions, consciousness, and behavior during the experiences is not well understood. This study aims to explore and generate hypotheses about how executives transform their emotions, consciousness, and behavior through challenging job experiences using Modified Grounded Theory Approach (M-GTA). Based on interviews with 15 executives, a transition process was constructed, which consists of three stages: the initial stage (beginning of a turning point), the engagement stage (transformation of emotions, consciousness, and behavior), and the overcoming stage (achievements and learnings). The theoretical significance lies in clarifying the transformation process and influencing factors of executives during challenging job experiences, which were not explained in previous research. The practical significance lies in demonstrating how executives can be developed through challenging job experiences.

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Work group inclusion is recognized as essential for employee well-being. However, in Japan, empirical research using validated instruments remains limited. This study aimed to develop a Japanese version of the Work Group Inclusion Scale (WGIS-J) and evaluate its psychometric properties, with a focus on gender-based item bias. The original scale was translated into Japanese using multiple forward and back translations. A cross-sectional survey was conducted in January 2022 with 1,270 employees from a Japanese manufacturing corporate group. Using data from 937 complete responses, measurement precision and differential item functioning by gender were assessed. Associations between work group inclusion and psychological distress were also examined while adjusting for covariates. Both the belongingness and uniqueness subscales demonstrated high measurement precision across a broad range of latent trait levels. No significant gender-related differential item functioning was observed. Work group inclusion was negatively associated with psychological distress, even after adjusting for covariates.The psychometric properties of WGIS-J support its suitability for use in the Japanese workplace. Its lack of gender-based item bias supports its application in comparative studies. Future research can further examine cross-cultural validity to enhance research and practice regarding inclusive strategies to improve employee well-being.

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This study aimed to understand the contents of the sense of career stagnation among corporate employees and to examine its effect on their work commitment. As a preliminary survey, semi-structured interviews were conducted with 12 corporate employees to analyze the contents of their sense of career stagnation. In the main study, 452 corporate employees in their 30s participated in an online questionnaire survey. The results of an exploratory factor analysis indicated a five-factor structure of the sense of career stagnation. Covariance structure analysis indicated that the sense of career stagnation affected work commitment, and that employees' hope promoted work commitment. These results suggest that employees feel various types of career stagnation, and that increasing employees' hope is effective in buffering against its negative effects on work attitudes.

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Interest in job-hunting harassment has increased in recent years. However, there has been little empirical research examining the actual nature of job-hunting harassment. The purpose of this study was to examine the relationship between experiences of job-hunting harassment and the attitude toward company among students (N=227) at a private four-year university in Tokyo. Multiple regression analysis, controlling for other variables, indicated that students who experienced job-hunting harassment had a more negative attitude toward the company.

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The purpose of this study is to develop and measure the effectiveness of the "Comprehensive Assertion Training (AT)" that revises the conventional AT included in “Japan Air Self-Defense Force Resilience Training". The "Comprehensive AT" is based on Wolpe's (1958) definition of AT and the theory of behavior therapy, attaches equal importance to “affectionate assertion" which is a socially appropriate expression of affection and “oppositional assertion" which is a socially appropriate expression of opposition. The Comprehensive AT program consisted of three hours of "instruction" phase and four weeks of "practice" phase, and its effectiveness was assessed using the “Comprehensive Assertiveness Scale", the WHO mental health index, and analyses of “Assertion Diaries". The program was conducted by a trainer in three separate groups of six adult trainees to assess reproducibility. The results showed its significant effects on the "affectionate assertiveness subscale" score and the mental health index score, while no statistically significant increase was observed for the "oppositional assertiveness subscale" score. It was suggested that further testing of the effectiveness of the “oppositional assertion training" is needed. The study indicated that the documentation of actual practice and continued positive feedback are important factors contributing to the effectiveness of this program. It will be necessary to expand this program to the organizations with similar job characteristics.

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The present study investigated how likely individuals are to use artificial intelligence (AI) or human recommendations when choosing gifts for hi-bye or close friends, and how strongly recipients would appreciate those gifts. We recruited a total of 567 participants from a crowd-sourcing platform. Our study found that participants were more likely to use AI recommendations when choosing a gift for a hi-bye friend than for a close friend. On the other hand, it was not the case that participants were less likely to use human recommendations compared to AI recommendations when choosing a gift for their close friend. This study also revealed that whether close friends or hi-bye friends, recipients expressed lower gratitude toward the giver when they knew that AI recommended the gift rather than a human.

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In this study, we interviewed female managers in the sales departments of various companies to explore how they reappraised their role as first-line or middle managers. Furthermore, we investigated the similarities and differences in the respondents' roles based on their positions as first-line or middle managers. The contents were organized using the KJ method. Accordingly, content regarding "reappraising one's role as a first-line manager" was organized into the following categories: reappraising one's job as a first-line manager, acquiring influence as a first-line manager, realizing the difficulties of being a first-line manager, reappraising the meaning of taking on the role of first-line manager, and reappraising the rewards of being a first-line manager. Similarly, for middle managers, responses were organized into reappraising one's job as a middle manager, acquiring influence as a middle manager, realizing the difficulties of being a middle manager, reappraising the meaning of taking on the role of a middle manager, and reappraising the rewards of being a middle manager. Regarding the similarities between the two positions, a reappraisal of the meaning of taking on managerial roles—which included giving back to the company in which one was trained and being an example for the next generation of women—was extracted. As for differences, a sense of increased burden of performing both management and work activities was extracted for "reappraising one's role as a first-line manager," whereas realizing the difficulties of being unable to meet the organization's revenue goals due to their focus on management activities was extracted for "reappraising one's role as a middle manager."

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Work-family enrichment (WFE) is a key construct in the study of work-family balance from a positive perspective. Although a substantial body of research on WFE has been accumulated internationally, studies conducted in Japan have remained limited. One possible reason is that existing scales contain a relatively large number of items, which may hinder their practical use in research settings. To address this issue, the present study aimed to develop a short form of the revised Japanese work-family enrichment scale (Japanese WFES-RS) and to examine its reliability and validity across three studies. Analyses conducted with full-time regular employees in general positions yielded the following results. The Japanese WFES-RS demonstrated a two-factor structure with adequate internal consistency (Study 1). Test-retest reliability further supported its temporal stability (Study 2). Correlations between the Japanese WFES-RS and theoretically relevant constructs (e.g., work-family conflict) were comparable to those of the full version, thereby supporting its convergent, discriminant, and criterion-related validity (Study 3).These findings suggest that the Japanese WFES-RS captures the construct of WFE and constitutes a reliable and valid measure for application in future research.

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