This paper investigates antecedent factors of a high commitment profile which is one of factors for core personnel in companies. This could support companies to select and cultivate human resources. As the result of surveys, this paper finds that antecedent factors are employees’ empathy with companies’ philosophy and values, well-defined obligation and authority, and employees’ approval of training systems. Length of staying and a factor whether he or she is manager or not are not antecedent factors of the high commitment profile. Therefore, companies could develop the high commitment profile personnel because management control systems prescribe the high commitment profile.

The purpose of this paper is to clarify the features of skill formation among police personnel by examining job rotation.

An empirical result based on an integrated job mobility table for police bureaucrats showed that the National Police Agency allocates its human resources to five major field -“General Secretariat”, “Security”, “Criminal Investigation”, “Traffic” and “Community Safety”, with a high propensity to transfer within same fields and high correlation of job transfer between“ General Secretariat” and “Security and Criminal Investigation” in particular. In addition, an analysis of career of individual police bureaucrats showed that their entire career from entry to retirement can be divided equally among three ways: a managerial work, a specific specialized field and other jobs or temporary transfers. In contrast to previous studies which indicated that top-level bureaucrats have wide-range experiences in“ multiple fields”, I found the new evidences that police bureaucrats spend a third of their career in a“ specific specialised field”.

On the other hand, in the Prefectural Police, even chief inspectors that are ranked above police station managers tend to transfer within a same field to acquire a specialized skill. Since the specialized fields of inspectors coincident with their final jobs before promotion, it is suggested that they accumulate a specific skill within the same fields at least from a period when they were inspectors. As for senior ranks such as police superintendent and above, the higher-ranking persons tend to acquire wide-range experiences and spend the rest of their career in managerial work.

Although police bureaucrats are not able to develop their expertise due to the overwhelming breadth of their career, a skill formation system of police bureaucrats has been maintained by narrowing the career breadth of local police officers and equipping them with an expertise. Combining these skills lies at the heart of the human resource management of police organizations that have maintained the duality of organization.