In recent years, there have been substantial changes in Japanese organizations. Symbolic of this is teleworking, which was rapidly introduced after the outbreak of the coronavirus disease 2019(COVID- 19). In this study, we investigated how such a radical change in a long-time fixed workstyle in Japan affected employees’ malleability beliefs about their organization and their proactive behavior. Specifically, based on research on implicit theory of groups, we extended the scope of the study to organizations and conducted a cross-sectional survey of Japanese workers. The results indicated that the introduction of teleworking was positively correlated with employees’ proactive behavior, whether it was introduced before the outbreak of COVID-19 or not. This relationship was partially mediated by malleability beliefs about the organizational workstyle. Our study contributes to the studies on implicit theories by extending the theory to organizational contexts, and to the studies on teleworking by providing a possible effect of the introduction on employees’ proactive behavior.

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This paper aims to quantitatively examine the relationship between the presence of organizational scandals within the last one year and organizational traits. A web survey of people working in organization was conducted to clarify this relationship. First, we conducted factor analyses of items related to organizational traits and found five factors(egocentricity, rigidity, fairness, openness/diversity, and legal and safety compliances). Then, logistic regression analyses were conducted using basic information of the respondents and their organizations(age, gender, type of business, size of organization, years of establishment, years of service with them, and position), TIPI-J, the scale of person-oriented climate, the five factors related to organizational traits, and their interactions as explanatory variables, and the presence of organizational scandals within the past year where the respondents worked as the objective variable. The results showed a positive association for “egocentricity” and a negative association for “legal and safety compliances” among the organizational traits. In addition, interactions were found between “egocentricity” and “rigidity,” and “fairness” and “openness/diversity.” In the future, it will be necessary to examine more detailed relationships using longitudinal data and differences by types of organizational scandals, as well as how the findings can be used in practice.

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This study aimed to qualitatively explore employees’ office use to select physical workspaces in their flexible office environments and their changes after teleworking accelerated by COVID-19. We conducted a research diary method of 17 employees for a private company in Japan, followed by a semistructured interview of 8 employees among the respondents to investigate their thinking processes and job characteristics behind them. The second research diary also examined changes in the employees’ working style and office use after increased teleworking in organizations. Through these steps, we found the following main hypotheses. Although flexible offices are often discussed in terms of the ability to select places to work flexibly, the present study identified certain restrictions due to job characteristics that can limit this flexibility and increase employees’ awareness of these constraints. To maximize the benefits of the limited flexibility, employees proactively select places to work or arrange their time inside or outside of the office, taking into consideration job characteristics, and reevaluate their job and roles. As a result, they engage in diverse job crafting. This crafting could solve a trade-off between concentration and communication. Even if employees recognize constraints in concentration or communication, the trade-off could not occur owing to encouraging devising as job crafting.

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The present study examines approaches for managers and their effectiveness in preventing power harassment and improving work engagement. It examines the relationship between power harassment, work engagement, viewpoint acquisition, anger expression and workplace resources. The analysis included data from 286 employees(managers:n=34, members:n=252)working for a Japanese pharmaceutical company. The following three points can be gleaned from this study:1)managers in workplaces with more frequent power harassment experiences have higher temperament anger(a tendency toward anger regardless of the situation);2)the fewer the experiences of power harassment in a given department, the greater are employees’ workplace resources;and 3)greater job demands suppress work engagement, and greater workplace resources and perspective taking increase work engagement.

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This study examined the effects of a workplace training program which consists of a part of Cognitive Behavioral Therapy(learning of cognitive distortion), assertion training, and Interpersonal Counseling. The program was implemented to 39 new employees as a preventive measure against mental stress and illness caused by interpersonal relationship problems in the workplace. The questionnaire results showed that the training improved motivation for work and for building good relationship with colleagues. It was indicated that the training also cultivated better understanding of their communication patterns and ruts of the way of thinking. The qualitative analysis showed that the training improved participants’ awareness of their way of thinking, enhancing their confidence about self-management and building good relationship with others. The awareness and confidence led to “willingness” to make efforts to build good relationships with others, leading to “determination” to become an excellent communicator. It was also suggested that they expected and were prepared to face difficulties and failures in their future work. This led to their “awareness” of the need to practice communication skills, which in turn led to their “determination” to communicate well with others.

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The purpose of this study was to investigate the influence of the COVID-19 pandemic on career consciousness. Career consciousness was defined as a combination of Professionalism Preference and Career Readiness, and the influence of the pandemic was assessed in terms of Perceived Vulnerability to Disease and Economic Anxiety. A survey of 158 university students was conducted and the results suggest that the pandemic led to an increase in working autonomously to avoid contact with others due to the perceived threat of infection, and career concern in one’s own career compared to before the pandemic. In addition, there was no significant influence of economic anxiety on career consciousness, suggesting that career consciousness is relatively resistant to the effects of economic anxiety caused by the pandemic.

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