Most preceding studies on human resource management of non-regular employees have focused on comparing them with regular employees and did not consider the diversity of non-regular employees. However, from the current state of diversification of employee category and the fact that more than one employee category is set under the non-regular employee category, understanding the reality of the application and the personnel management of non-regular employees becomes difficult in the companies using a conventional framework of two divisions: regular and non-regular employees. Furthermore, from the view of balanced treatment of employee categories, the complication of a company's human resource portfolio (HR portfolio) through diversification of non-regular employee leads to a problem of balanced treatment between different categories of non-regular employees. This new diversity increases the necessity of personnel management to consider the various non-regular employees' categories equally.
Therefore, using micro data from an original survey, this study examines two points: (1) the conditions of employment and application of three different groups of non-regular employees: contract, part-time, and shokutaku employees (temporary employees hired after retiring from regular employment) and (2) the influence of the HR portfolio (the employment ratio and job level) of non-regular employees on personnel management of non-regular employees.
My analysis provides the following results. First, the evaluation and treatment of all nonregular employees tend to conform nearly to that of regular employees when the employment ratio of contract employees or part-time employees is high compared with that of the other nonregular employee groups in the same company. This suggests that when the employment ratio of a particular non-regular employee increases, the company begins to development the evaluation and treatment systems for that group. Consequently, to secure fairness between a particular non-regular employee group and the other non-regular employee groups, we see progress in the development of evaluation and treatment systems for the entire group of non-regular employees.
Second, in companies where shokutaku takes charge of higher-level jobs, there is less development of evaluation and treatment systems for all non-regular groups. Even when contract, part-time, and shokutaku employees are in the non-regular employee category, companies treat each of them differently in personnel management. Therefore, we do not see the ripple effect in shokutaku mentioned above.
Third, the development of education and training system for the non-regular employees does not influence the HR portfolio of non-regular employees. Education and training is indispensable to make the best use of employees in a company. Even if the content is different from regular employees, a high possibility exists that education and training for non-regular employees is beneficial and will be executed by companies.
Fourth, when the division of jobs between contract and part-time employees is ambiguous, a company tends to consider the development of evaluation and treatment systems for them. In contrast, when the division of jobs is clear, a company does not consider the development of evaluation and treatment systems. When a contract employee's job level and the division of jobs advance compared with that of the part-time employee, a company makes different personnel management choices for each of them, and a contract employee will be managed separately from a part-time employee.
抄録全体を表示