In this study, twenty-five managers of Company A are investigated in terms of hearing; they are asked to present three events through which they felt the real growth and what they learned from them.

As a former investigation, the Work Institute of Recruit Co, Ltd. surveyed twenty-six managers of the leading companies. It was found that they learned a lot from the experiences of personnel changes, early jobs and promotion. In case of Company A, the similar results are expected, since the Japanese big companies have adopted the common personnel management system for the most part.

The result looks quite similar; the first two events are the same. As a proposal to the youth working in the big companies, four points are presented; not to miss the chance, to plan own events, to think of the meaning of events and to involve the people to the objective.

Environments of employment, work, and relations between organizations and individuals have been changing dramatically due to globalization of economy, the turn of the industrial structures, rapid diffusion of information technology, and progression of deregulation. In these environments, the demand for human resources that can substantially contribute to added value and corporate profitability has been increasing. While companies drive major organization restructuring, it has become a crucial assignment to maintain and utilize professionals who can be a leader to generate corporate growth, complete the management system to reward achievements, and increase the retention rate of the employees. Solutions for this assignment are considered to function as a scheme to prevent talented professionals with high market value from leaving the organization.

Based on the survey on professionals working in financial institutions, this paper clarifies how factors related to individual professionals and corporate management factors influence relations between corporations and individuals.

Regarding relations between corporations and individuals, this paper focuses on the following two viewpoints:

1) With regard to expertise of professionals, the state of "being highly evaluated by the company and highly confident in their ability as a professional" is defined as integration of an organization and an individual: H-H model. This paper analyzes the factors related to individual professionals and the corporate management factors that influence this model.

2) Factors related to individual professionals and corporate management factors that influence the orientation to continuing service (i.e. they are likely to stay working at the present company) and the orientation to job change (i.e. they are likely to quit and seek a new job in other companies) are examined.

This study is based upon the organization concept as an open system. Today, influenced by various environment changes, professionals, who have diverse attitudes for work and career development, tend not to be motivated to continue staying in one company for a long period of time. In order to study future corporate systems, therefore, it is effective to explore factors to regulate the orientation to continuing service and the orientation to change jobs, and relations between organizations and individuals in the contract that can be terminated anytime.

In this research, factors related to individual professionals are as follows:

Factors related to individual professionals are gender, age, academic background, length of service in the present place of employment, years of the business experience they are in charge, whether they have experienced career shifts or not, and whether they are professionalism-oriented or not. In addition, as information technology has been increasingly advanced, ability to collect, process, and create information presumably has a great impact on whether they have selected a profession suitable for their capabilities. Upon this ability, defined as the information handling capacity in this paper, I will establish indices.

Today, in corporate organizations, it is important to share information existing within individuals' minds and consequently improve quality of work and power of organization. Correspondingly, the level of knowledge management practice is indexed.

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This paper examines the effects of a personnel evaluator's burden by using different types of assessment data. The originality of this study lies in its adopting both personnel data and sales-productivity data of an actual firm. Concretely, this study provides ratings of personal traits, characteristics of particular positions, and sales productivity. It is revealed that assessors tend to evaluate by objective indicators and that prior evaluation results, aside from the current assessment, is introduced into the performance evaluation when it is difficult for the evaluator to monitor his or her subordinate's effort. This study suggests that it is difficult to guarantee a fair evaluation without considering the burden imposed on the evaluator. In addition, it is important to have an evaluative indicator that is independent of the evaluator's intervention. The results of this study imply that it is necessary to devise a policy to reduce the evaluator's burden when firms implement MBO.