Although the development of technological innovation affects business circumstances, very little business has been introduced the flexible work styles. But many women need flexible work styles that enable them to balance work-life obligations. The purpose of this study examines what corporate HRM will make it possible for adopting/fixing the flexible work styles. This paper is mainly consisted by corporate survey and discussed the connection between corporate HRM and flexible work styles. The primary adopting factors of flexible work styles show existence of the meritocracy system and the supporting system at important points in employee's lives. The primary fixing factors of flexible work styles indicate three points that is challenging job, work-life obligations, having partners in business. The short-time working, home-based work show the limit of the typical corporate HRM in JAPAN. And each working styles will indicate some possibilities of women's continuous working throughout their lives

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Although telework is a very flexible way of working which can adjust itself in many situations, it has not been popular in Japan so far. One of the reasons for this is the fact that it has not been recognized as a part of diversity of working styles by either labor or management. In this study, having analyzed this condition, I conclude that using paid leave is very effective in expanding telework into many Japanese working venues. This study was performed in the following way. Firstly, I mentioned demands of "short term leave" in order to explain the necessity toward establishment short-term leave. Secondly, I examined introducing ways of "telework" which would be considered as one of diverse working styles and cooperate with "paid leave", suggesting to establish "leave with telework". Finally, I gave practical examples that introduce "telework leave" in which people can take "leave with telework" whenever they need to do so it. To sum up, I suggested a new way for expanding telework using paid leave.

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An increasing number of companies are promoting their corporate social responsibility strategies. This paper discusses the standard of conduct and evaluation basis of CSR, and analyzes what positioning the employees who are the most closely related stakeholders at telework are in CSR.

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