This report examines predictive validity of recruiting interview for new graduates based on existing date of Japanese company A. The reliability of behavior evaluation does not show acceptable range, Cronbach’s α from .63 to .73, and cumulative contribution ratio 39% of factor analysis. The predictive validity of behavior evaluation to performance evalua-tion shows negative coefficient from -.34 to -.20, which shows behavior evaluation has converse trend against performance evaluation. The reliability of recruiting interview shows from .19 to .45 of rank correlation coefficient between interviews to same interviewee. Analysis of covariance structure shows only -.06 of direct effect and .008 of indirect effect of path coefficient to performance evaluation. Based on these results, this report finds recruiting interview has no predictive validity at company A.

The objective of this study is to put in order arguments on human resources management under globalization and to show a future direction, by analyzing actual conditions of various types of highly skilled foreign employees in Japan and enterprises’ need towards them based on the survey of highly skilled foreign employees.

In this study, “global talents” are defined as “human resources who are willing to place their living bases for a certain long period to any country according to business requirement”. On the other hand,“ bridge talents” are defined as“ human resources who act as a bridge of communication between certain two countries placing their living bases for a certain long period to either country or both.”

The analysis shows that not only “bridge talents”, who regard Japan or their mother country as the place of their career development, but also quite a few “global talents” who wish to develop their career on a global scale, are working in Japan. The result of the analysis also suggests that highly skilled foreign employees who major in business, possess vocational qualifications, engage in management, work in relatively large enterprises, and work in foreign enterprises, are apt to orient to “global talents”. Meanwhile, highly skilled foreign employees who major in humanity, and have entrepreneurship, are apt to orient to “bridge talents” who select mother country as the place of future career development. Moreover, highly skilled foreign employees who major in humanity, have Japanese spouse, engage in international finance and information technology, work in Japan for a long time, and work in relatively small enterprises, are apt to orient to “bridge talents” who select Japan as the place of future career development. Also, different trends are found by types of native countries of highly skilled foreign employees. Namely, some orientations mentioned above can only be recognized for highly skilled foreign employees who are from developing countries and some for highly skilled foreign employees who are from advanced countries. Concretely speaking, an orientation that highly skilled foreign employees who have entrepreneurship, are apt to orient to “bridge talents” who select mother country as the place of future career development and orientations that highly skilled foreign employees who possess vocational qualifications and work in foreign enterprises, are apt to orient to “global talents” can only be recognized for highly skilled foreign employees who are from developing countries. On the other hand, an orientation that highly skilled foreign employees who have Japanese spouse are apt to orient to “bridge talents” who select Japan as the place of future career development and an orientation that highly skilled foreign employees who major in business are apt to orient to “global talents” can only be recognized for highly skilled foreign employees who are from advanced countries. The fact that highly skilled foreign employees who work in foreign enterprises are apt to orient to“ global talents”, suggests that Japanese enterprises are not good at bringing up and making use of“ global talents”.

Also, in this study, a comparison between conditions of employment of highly skilled foreigners and kind of occupations of highly skilled foreign employees of Japanese enterprises and those of foreign enterprises was made. The results of this comparison shows that compared to foreign enterprises, the needs of Japanese enterprises for highly skilled foreign employees are directed towards“ bridge talents” and their needs towards“ global talents” are limited.

Pressing challenge is to bring up “bridge talents” and make use of their ability to link different countries and cultures. However, in the future it will be difficult to promote globalization without bringing up and making use of “ global talents” who are good at producing advantages by making the most of diversity.

The purpose of this paper is to grasp what kinds of factors induce depression, which is an antecedent factor in overwork-induced suicide. To attain this purpose, an online questionnaire survey was conducted targeting middle management personnel. The research subjects were the effects of job stressors, working conditions, personal situations, and the factors other than business on depression.

The results of the questionnaire survey are as follows: Firstly, role conflict, role ambiguity, and quantitative workload influenced depression strongly. Secondly, the necessity of cooperation and career history influenced depression slightly. Thirdly, the ratio of personal income to household income influenced depression slightly. Fourthly, the factors regarding melancholic type personality and organizational commitment did not influence depression. Long-time work, which is a major concept in the research into overwork-induced suicide, did not influence depression.

As a result of the questionnaire survey, the following 2 facts were clarified. Firstly, many factors that have been pointed out in the previous researches into overwork-induced suicide have not been studied empirically. Secondly, there is a high possibility that we will be able to predict overwork-induced suicide by many factors that have been pointed out in the study of stress. Therefore, it is necessary to utilize the results of the study of stress, in order to advance the research into overwork-induced suicide. This would diversify the methods for seeking how to grasp the causes of overwork-induced suicide.

In addition, in order to develop methods for preventing overwork-induced suicide, it is necessary to discuss the following items.

Firstly, in order to prevent overwork-induced suicide, it is necessary to focus on job contents and roles at workplaces. Secondly, it is necessary to further discuss the factors of role conflict, role ambiguity, and quantitative workload, to identify the mental and work-related factors in overwork-induced suicide. Thirdly, it is essential to discuss what kinds of events occur between the onset of depression and committing suicide and how much these events increase stress.

It was traditionally thought that the subcontract company has the function as the reduction of labor cost and the employment adjustment by the low working conditions in the Japanese steel industry. However, as the outsourcing area came to gradually expand to the basic line after the end of 1960s, the relations with integrated steel producer and subcontract company was not able to consider for a simple hierarchical relationship. This paper analyzed an example of Company A to clarify the work shop management of a contemporary steel subcontracting company.

The collaboration with Company A and the integrated steel producer (B) became deeper, and company A adjust their productivity management to the Company B’s one. Not to mention the close connection of the top manager, the following notable action was carried out in order to push forward such a deep collaboration. Primarily it is the direct talks in the shop floor. Joint meetings are set up in each level, and an opportunity of the direct information sharing between associated organizations was created. Second it is the policy of improvement of relation between both company’s employees. They consciously increased the opportunities of the conversation of the both companies employee inside and outside the workplace. Relations with Company A and Company B are not only supply of work force and not the simple contract relations through the numerical value index. For Company A, it was demanded to contribute to steelworks through taking consideration into a strategy of Company B. In this meaning, a contextual skill about steelworks is required to Company A employee.

Based on the way of such collaboration, let’s consider a characteristic of the workshop management of Company A. Primarily, in the management of task, close coordination with Company B is main characteristic. Because the process of both companies links closely, Company B intend to intervene in activity of improvement investment and performance evaluation of Company A. Second, in contrast, in the management of human resource, Company A has discretion relatively. They have introduced a management system general in the big company according to organizational expanding. For example, Company A improves the facility and institution about training, enriches participation system such as QC or the improvement suggestion, and expands the opportunity of promotion of worker. The pay gap with Company B is in a tendency to reduction.

However, in the motivation management of the employee, Company A faced a problem peculiar to a subcontract company. An economic incentive systems were introduced to bring up contribution will to the whole steelworks of the employee, but such actions are still in a grope stage, and the influence to a personal wage was small. Rather what the analysis of this paper suggests is that multifaceted approach method is necessary; for example, enrichment of communication between employees, understanding of one’s role in the context of steelworks, and the sharing of problem of the workshop, and human resource development through the collaboration raise the contribution will to the steelworks of the subcontract company employee. From questioner’s survey, I was able to confirm the effectiveness of the policies mentioned above. Additionally I was able to confirm that the sharing of problem of the workshop, and human development through the collaboration raise the fellowship with Company B’s employee and it improves contribution will. The horizontal consciousness to be the fellow raises contribution will, and becomes a premise to functionalize various policies effectively. For the on-site subcontract case which the direct collaboration between production line organizations is necessary, it is suggested that the multifaceted policies included a view point of the social relations of the employees are necessary.

The purposes of this paper are to examine the diversity of Human Resource Management (HRM) of knowledge workers and to compare knowledge workers’ attitudes and behaviors (turnover, mutual learning, career orientation) in each HRM. As a result of case studies of 12 knowledge-intensive firms, it was found that there are 4 types of HRM practices.

a) HRM that emphasizes individual knowledge and autonomy.

In this HRM, turnover of knowledge workers rarely occur. Furthermore, core members tend to have not only‘ technical’ career orientation but also‘ managerial’ one. With respect to mutual learning, it happens very actively within a team or a department, however, the interactions across departments are not sufficient.

b) HRM that is intended to integrate individual and organization.

In this HRM, many knowledge workers tend to remain in organization for long time, and mutual learning among them happens very actively. In addition, senior members tend to have ‘managerial’ career orientation.

c) HRM that is based on job or skill (without intense competition).

In this HRM, turnover of knowledge workers occur frequently, and mutual learning among them doesn’t happen actively. Moreover, almost of members tend to have ‘technical’ career orientation.

d) HRM that employ multiple personnel group by different systems.

In this HRM, the length of service of knowledge workers is various, and many members tend to have ‘autonomy’ or ‘service’ career orientation. With respect to mutual learning, not only permanent staffs but also consultants as independent contractors learn actively.

In this article, the relationship between the performance appraisal and turnover, and how the fair consciousness influences for both factors have examined. Although the turnover can become plus and minus for a company, the performance appraisal system is the index which enables to distinguish between those two. The performance appraisal system has a role to indicate the image of talented-worker who is required for an organization and it is important for practicing retention management as a personnel management.

However, the relation of turnover as a performance to a personnel management and existent strategic human resource management theory and the study of turnover, its attention was not paid to the relationship between the individual evaluation result and the turnover.

In addition, the performance appraisal always comes together with the dissatisfaction and should examine about the organizational justice when dealing with it, but the empirical studies that handled actual performance appraisal results are also not seen in existent studies.

Therefore, the three hypotheses based on the previous researches were set up: 1.the role of the psychological factor of turnover, 2.evaluation and unemployment relations, and 3.fair consciousness. These were verified by personnel data and questioners that collected from workers in a pharmaceutical firm.

The multiple regression analysis showed that the relationship between an individual’s evaluation and turnover was nonlinear. However, on the basis of organizational justice, when the perceived procedural justice is high, the high performance appraisal works as retention effect. On the contrary, when the perceived procedural justice is low, the high performance appraisal increases the intention to turnover.

In other words, it means that the personnel management, which increases the perceived justice, has more retention effect to the workers with the high performance appraisal. That is, the management system increasing fairness shows more effect on the retention for the higher-evaluated employees and the importance of the retention management with organizational justice was suggested.