In 2000, NLRB overturned the previous decision, and declared that TAs at New York University were employees and had the right to organize. This decision accelerated the unionizations of TAs across the country, especially among famous research universities like Yale, Cornel, Pennsylvania, and so on. The purpose of this article is to explain 1) why TAs are trying to organize, 2) how their movements have grown, and 3) what changes they brought about. Since '70s, universities have been restricting the growth of full-time faculties, and increasing reliance on part-time faculties and TAs for undergraduate education. TAs' tasks include grading reports and exams, leading the discussion classes, supervising the laboratory, and so on. In addition, many TAs teach introductory courses by themselves. Nonetheless stipends of TAs are so low that many TA can't make ends meet without taking another job in summer or getting a student loan. They often lack the affordable health insurance. They have no voice in the department. To make matters worse, it is getting more and more difficult to get tenure truck positions. TAs started to organize to improve these situations, and TA unions have proven to be effective for such purposes. TA unions have successfully got stipend rises and affordable health insurances, and established grievance procedures and the policy against discrimination in many universities. However, since NLRB overturned the 2000 decision in 2004, TAs in private universities face difficulties in organizing now.

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During the early stage of modem industrialization in Japan, workers in large enterprises were organized under management and were as members of the organization. And yet, self employees and small business managers remained important players in the process of industrialization in Japan. These groups typically exhibited strong degree of independence, unlike workers in large enterprises, and contributed their share in the industrialization process. This paper reports the findings of a case study on the relationship between the individual and the organization. The study conducted primary research by interviewing the owners, to understand the decision making behavior of individual owners in small scale businesses, particularly in large cities, before the rapid economic growth in Japan. The study, by analyzing their life history, found out that, the strong will to independence during the period was important for them to establish their business instead of joining the labor market for workers with low educational background. It explores the experiences in their life history such as the interaction with local community and the education background were in the ethos of owners. The experience of migration especially affected on the motivation, decision making and the process to independence.

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This paper examines job specifications, vocational skills and job career formation of young employees who work for pachinko parlors. It is important to investigate these issues for the following reasons: it brings about important suggestions on job career and vocational skills and abilities of “ordinary” young people, since it' s one of the jobs commonly chosen by “freeters” lacking specific skills; secondly, though the pachinko industry has huge sales, there have been few empirical investigations on its working conditions; finally, this presents an excellent opportunity to examine an industry undergoing “modernization,” as some of its companies have come to be listed in the stock market. The first half of the paper mainly analyzes labor structures, job specifications and working conditions in the industry. The latter half deals with the issue of job careers, which means a series of job experiences developed through the time sequence. Findings of the investigation include the following points: 1) Job enlargement and enrichment are achieved through promotion during 3-5 years after starting the job, and workers gain and improve vocational skills specific to the industry. This process has the effect of strengthening the will to work of young workers. 2) After the initial 3-5-year period, however, most workers get tired of the work, experiencing a job dead-end. Moreover, the salary and working condition for staff chiefs (floor-managers) are not well balanced. As a result, many regular workers quit within several years, making their job careers and skills undeveloped. 3) In order to lower the turnover rate, the management should emphasize continuous job enrichment, support vocational training, and improve working conditions, especially by reducing working time.

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The main purpose of this paper is to describe and analyze the process which leads to career consciousness among young non-elite. Especially, this paper focuses on the germination of career consciousness called “TO-RI-A-E-ZU propensity” among young non-elite, applying an empirical approach based on both questionnaire research for specialized training college students who hope to be a civil servant and interview research for eight public officers who have worked for around two years. The main results of this empirical research are as follows: 1. Adjustment between students who select the public officer course below the middle level in a specialized training college and the college itself gives them confidence, as well as an opportunity to foster career consciousness. 2. It is possible to divide “TO-RI-A-E-ZU-KOMUIN” into two types under this interview research. The “field change” type refers to those who have a strong wish to remain in the position of a public officer, while the “stage up” type refers to those who have a strong wish to change jobs in the field of public work. 3. Those who gain a low-level position as a public officer do not necessarily wish to remain in that position permanently. This paper also shows that the education-supply side constitutes a major factor in the initial stages of career consciousness among young non-elite.

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