Based on men and women's career tree and interview survey results, this study analyzed 98 (70 men, 28 women) office workers' careers in City A's local government. These workers were estimated to have been hired between November 2, 1982 and November 1, 1983. This analysis confirmed clear gender differences in the city's promotion structure, including position attained, speed of promotion, and range of fields to which were transferred.

Even before he become managers, men are selected for placement through personnel transfers. Although who selected will not be obvious until immediately after promotion to senior manager, who selected is gradually obvious based on promotion speed and placement. Then, his “ability” be evaluated during the position immediately before retirement.

Throughout their entire careers, however, women are not targeted for development through placement. Furthermore, women selected for promotion and women not selected until their final positions showed no significant career differences. Never selected early, women are the last to reach each position, and evaluation of her “ability” is not expressed even in their last position.

Overall, City A's promotion structure showed three clear differences between men and women: 1) men's “early, covert selection” and women's “visible, late promotion” ; 2) analysis of women's retention rate in central ministries/agencies and secretariat departments advantageous for promotion, reveals that women are not selected as human resources for development; and 3) analysis based on women's slow promotion rate and their attained positions' low levels suggests that women's “ability” is rated low.

This article aims to point out the limitations of reducing Reality Shock (RS) by implementing socialization tactics for current young employees and add the new perspective that WLB practices to enhance life satisfaction and mitigate turnover intentions. A multiple regression analysis was conducted with “RS increases turnover intention” (Hypothesis 1), “employee's life satisfaction decreases turnover intention” (Hypothesis 2), and “employee's life satisfaction moderates the impact of RS on turnover intention (Hypothesis 3). Turnover intention was used as the dependent variable, while RS, personal life satisfaction, and their interaction terms were used as independent variables (N = 739). Hypotheses 1 and 2 were partially supported and Hypothesis 3 was supported. The main findings are as follows. RS regarding organizational integrity and opportunities of personal growth increase turnover intentions, that is, younger employees seek better quality jobs in better environments. Life satisfaction had an impact on working life, and just considering the work conditions does not remedy the turnover intensions among young employees.

Furthermore, an interaction was observed between life satisfaction and RS related to workload, competence, and autonomy—factors that were not significant as independent variables in the direct effects. All RS variables were linked to turnover intentions, with life satisfaction moderating the effects of RS associated with workload and other work-related factors. The simple slope analysis revealed that personal life satisfaction has no moderating effect in the cohort of lower RS. However, in the cohort of higher RS, life satisfaction reduces turnover intention. These findings suggest that organizational support should focus not only on mitigating RS at work but also on enhancing employees' overall life satisfaction, particularly for those experiencing heightened RS.

The purpose of this study is to develop a scale to measure supervisor behaviors that integrally support women's continued employment and career development. The target of this study is female Japanese career-track employees. Although supervisor behaviors play a key role in promoting women's active engagement in their professional career, previous studies have not captured the whole picture of the supervisor behaviors, including support for women's career development. This study uses “inclusion” as a key concept, which means one's sense of both belongingness and uniqueness are satisfied. Focusing on supervisor behaviors that support the perception of inclusion for female career-track employees, we approach this theme from the perspective of “managerial behavior studies.” In study 1, interviews were conducted with 19 female career-track employees, and 49 questions were developed after identifying 5 dimensions of the supervisor behaviors that enhance the perception of inclusion. In study 2, exploratory factor analysis extracted 5 dimensions of the supervisor behaviors based on 224 data collected through a web-based survey, which are “support for skill development”, “support for demonstrating strengths”, “treatment as a valued member”, “individualized work-life balance support”, and “elimination of male-dominant bias”, based on an exploratory factor analysis. Reliability was tested by internal consistency, and validity by correlation analysis, confirmatory factor analysis. Finally, in study 3, reliability and validity were tested by test-retest analysis and confirmatory factor analysis based on 164 data collected three weeks after study 2. By these studies, the scale to measure inclusion supportive supervisor behavior (ISSB) with 31 items was developed, and its validity and reliability were confirmed.

This paper conducted a survey of people who had experienced teleworking from home during the spread of COVID-19, and analyzed focusing on the relationship between teleworking and job crafting. The subjects of this analysis were employees working from home, who had previously worked face-to-face and obtained various resources for carrying out their work mainly in the office. They were suddenly placed in a situation where they were losing working resources as a result of COVID-19.

On the other hand, job-crafting involves individuals actively changing the boundaries of their work and the relationships with other people involved in their work, improving their person-job fit, and managing their own motivation. This is an important concept for teleworkers who are lacking in resources, as it involves actively managing their work and motivation.

The analysis showed that teleworkers during the COVID-19 pandemic were taking several types of job-crafting behavior, and that these behaviors were strengthened by receiving support from the organization in the form of ICT support, work support, communication promotion measures, and other resources that are expected to be lacking in telework.