The purpose of this paper is to understand the relationship between desires to work as evaluated in a job interview and performance after joining the organization.

In Japan, employees develop firm-specific skill over the long term, they only learn by means of on-the-job training. So employers make hiring decisions based on the interviewee’s likelihood of quitting the firm in early career. Initial skill or knowledge is irrelevant. Likelihood of quitting is determined subjectively by the interviewer. Thus, the standard for employing new graduates lacks clarity. In addition it is unclear that having the desire to work in the company when he applies is positively related to job satisfaction and organizational attitudes.

The analyses used web survey data collected from 503 employed who work for 3-5 years after graduation. The results of analyses showed that the desire to work in the firm when he applies is related to an intension not to leave the firm and job satisfaction, but not related to performance. The positive will to work, that a person acquired by means of his job search, was related to not only an intention not to leave the firm and job satisfaction but also performance in early career. It showed that job search itself had the ability to instill the positive will to work, regardless of firm this“ will to work”, being correlated to job performance.

The purpose of this study is to investigate the relationship between internal motivation and job crafting behaviors used by employees. Results showed that both job autonomy and job crafting behaviors had a statistically significant direct impact on employees’internal motivation. Likewise interaction effects between job autonomy and job crafting behaviors were also found to have significant effect on internal motivation. Our results suggest that job crafting behaviors can be an important factor for managers to consider when developing motivational strategies.

This report examines inter-rater reliability of recruiting interview for new graduates based on existing data of Japanese company A. Same organization and same grade: From low to high inter-rater reliability is shown at non-administrative staff grade, while less reliability is shown at manager grade. Different organization and same grade: From low to high reliability is shown at nonadministrative staff grade, while less reliability is shown at manager grade. Same organization and different grade: No reliability is shown at business department, while from slight to high reliability is shown at human resource department. Different organization and different grade: From slight to high reliability is shown at almost pairs. Inter-board members: From slight to high reliability is shown. Those reliability coefficients shown in this research are much lower than previous studies.

Also, this report examines the different between coefficients and methods for reliability, and notify advantages and risks to evaluate inter-rater reliability with each way.

This research analyzes the features of temporary workers who are evaluated highly by their client firms as well as staffing agencies. Further, this research analyzes their cognition, behavior, and career.

Nine temporary workers and five agency coordinators were interviewed. The major findings of this study are as follows.

(1) Temporary agency workers who are evaluated highly regard their client firms as customers; therefore, they make every possible effort to attain the highest levels of customer satisfaction in all their services. Thus, there are differences in the cognition and behavior of temporary agency workers and regular employees engaged in clerical work.

(2) Temporary agency workers who are evaluated highly appreciate their working conditions as temporary workers.

Client firms and staffing agencies need to develop inter-organizational cooperation, which is necessary for the evaluation/feedback system of temporary agency workers.

(3) Temporary agency workers need to develop their expertise and customer orientation.