Japan Journal of Human Resource Management
Online ISSN : 2424-0788
Print ISSN : 1881-3828
Volume 17 , Issue 1
Showing 1-10 articles out of 10 articles from the selected issue
Foreword
Articles
  • Ryota YANO
    2016 Volume 17 Issue 1 Pages 4-18
    Published: June 01, 2016
    Released: January 24, 2018
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    This paper has revealed that why the company can earn a good reputation through addressing labor CSR (Corporate Social Responsibility) and examined the direction to integrate labor CSR into human resource management (HRM).

    Today, labor CSR has been addressed by many companies. As a result of that, the information about how employees are working in the company is exposed to society widely. Stakeholders use all of this information to compare one company with another. Hence, this information may make strong or weak competitiveness between the companies.

    Corporate reputation (CR) is the important concept which improves not only the competitiveness gains from the stakeholder's evaluation regarding the company but the corporate financial performance with labor CSR also. Thus, this paper revealed that how labor CSR contributes to improve the CR.

    In addition, this paper provides the direction which integrates labor CSR into HRM from the viewpoint of CR because labor CSR can be seen as a concept which asks about their HRM whether socially responsible or not.

    In order to deal with the above purpose, first of all, it has been discussed CR. CR is created by stakeholders' through evaluating about the company. CR affects one's behavior positively or negatively. Also, CR is a management resource which contributes sustained competitive advantage to the company which has a better reputation than other companies from the resource-based view.

    In the second, this paper revealed that three elements in relation to why labor CSR improve CR. The first one is that problem addressed by the company as labor CSR is fitted in management. The second element is the stakeholders' better evaluation to labor CSR of the company. The third one is that addressing labor CSR on their own and in advance of the competitors but not imitating them.

    Finally, the direction to integrate labor CSR into HRM from the viewpoint of CR is suggested. The direction consists of two aspects, which are defensive and offensive actions. The former is labor law compliance. It prevents the company from the declining of its CR. And the latter is that direction to integrate the challenges which have been addressed by the company as labor CSR into Human Resource (HR) policy to fit the action of labor CSR in management and ensure consistency of HR policy and HR practice, which is the same as the action of labor CSR.

  • Tomoyuki SUZUKI
    2016 Volume 17 Issue 1 Pages 19-35
    Published: June 01, 2016
    Released: January 24, 2018
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    This report proposes a methodology to predict performance of recruiting interview for new hire by using morphemes frequency in entry sheets. Based on applied results to a Japanese company, three morphemes were extracted as important information to distinguish interview results. About 72 percent of correct rate was obtained by linear discriminatory analysis, which had intended to predict recruiting interview performance using morpheme frequency of three words. Collocation analysis was conducted to clarify meanings of those morphemes.

    Based on these results, this report verifies that the methodology can be worked to accomplish its objective.

  • Toshihiro ICHISE
    2016 Volume 17 Issue 1 Pages 36-49
    Published: June 01, 2016
    Released: January 24, 2018
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    This paper empirically examines the effects of personnel system reform at the Prefectural Police on differences in job grades, which are considered to significantly influence promotion incentives. The analysis found that after Prefectural Police personnel systems were overhauled, differences in wages among job grades widened and age became a less important factor. In short, the starting pay is higher for police work than for general civil service jobs, but because the screening process for police jobs is so strict, future pay raises are lower; so is the average compensation. However, a personnel policy that supplements relatively low pay with good benefits is the general wage practice in Prefectural Police departments. This paper confirms the major point that wage structure reform that increases pay differentials between job grades and promotion system reform that makes it easier to advance to the Assistant Police Inspector level serve as incentives both to those who are likely to be promoted and to those who are not.

  • Osamu KOZONO, Akiko OUCHI
    2016 Volume 17 Issue 1 Pages 50-68
    Published: June 01, 2016
    Released: January 24, 2018
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    There has been an increasing interest in the question of how to enhance the effectiveness of the training program through a smooth transfer of the contents of Off-JT to the workplace. While the literature identifies several factors that contribute positively to the training effect, they have not been empirically validated and little is known about the transmission channels through which these factors enhance the training effect. Based on the questionnaire survey on participants in four training programs, this study empirically validates that those factors do have a positive impact on the training effect, and identifies the transmission channels. Specifically, we find that all ten factors identified in the literature ('learning readiness', 'personal match with the content and timing of training', 'training environment', 'quality of peers', 'post-training interaction', 'practice readiness', 'willpower', 'supervisor support', 'workplace climate' and 'motivation to grow') positively contribute to the training effect, and also make the following findings: (1) a causal relationship exists among some of those factors ('learning readiness' → 'personal match' → 'practice readiness' → 'willpower'); (2) 'supervisor support' and 'working climate' positively influence 'learning readiness', but 'motivation' does not affect 'learning readiness'; (3) 'training environment' and 'peer quality' have a direct positive impact on 'personal match', while 'personal match' is indirectly affected by 'supervisor support' through 'peer quality', by 'workplace climate' through 'training environment', and by 'motivation' through 'training environment' and 'peer quality'; (4) 'motivation' and 'post-training interaction' have a direct positive impact on 'willpower', while 'supervisor support' and 'workplace climate' have an indirect positive impact on 'willpower' through 'post-training interaction'; (5) there exists a positive correlation among 'supervisor support', 'workplace climate', and 'growth will'.

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