Basically, hiring or rejecting determinant is based on the matching of applicants’ ability and recruitment conditions. In Japan, it is difficult for the candidates to figure out the hiring or rejecting determinant because the most of the job descriptions seems not to be cleared from the candidate perspective. From the recruiter’s perspective the hiring or rejecting determinant is also not cleared, such as “tacit knowledge” in Japan. This paper focuses on the recruiter’s comments to figure out the hiring or rejecting determinant by text mining analysis. The analysis clarified several types of hiring or rejecting determinant of the recruiter’s perspective which affect to job matching function: (1) experience, knowledge and age are important factors; (2) hired applicants are evaluated on their ambition, earnestness and personality; (3) applicants are more likely to be rejected if they receive a negative evaluation with respect to changing jobs; and (4) there are factors, such as experience and age, which a negative evaluation does not necessarily mean rejection.

The importance of continuous Kaizen activities in companies is pointed out in many literatures, but there is no framework for clarifying successful Kaizen activities and identifying root causes of change in activation level of Kaizen activities. Thus, research foundations for accumulation on how to manage Kaizen activities through systematic investigation of many case studies about Kaizen are still under developing. This paper first builds a describing framework of Kaizen activation level through literature examination and clarifies that vitalization level of Kaizen can be divided into eight types. The paper then analyzes all transitions of Kaizen vitalization levels from one level to another, and extracts the influential factors underlying as a background behind these transitions, out of detailed analysis of various different case study literatures where the activation level of Kaizen activities has changed along time. Moreover, the key factors for productive management activities for sustaining successful Kaizen activities has been discussed.