Shukko, which is the transfer based on the company instruction to work at another company, is the major method to mobilize middle-aged and older employees in the large companies in Japan. This paper analyzes the rationality of the recipient company of Shukko transferee by using questionnaire survey data.

First of all, the differences of the determinants between the ordinary mid-career recruit and the acceptance of Shukko transferee are estimated. The results show that although the former has the rationality as the measure to recruit middle-aged and older workers. yet the latter has the irrationality. It does not make sense, since the latter is not so rare phenomenon. So, Shukko is divided into two types and analyzed; "Push type" which is carried out mainly by the needs of the dispatching company and "Pull type" which is mainly based on the needs of the recipient company. The result shows that although the former is irrational, the latter has the rationality like as the ordinary mid-career recruit. However, since the former shares majority on the quantity, Shukko as a whole tend to be irrational.

Then, the differences of effects between Push type and Pull type are examined. As a result, the latter has better effects and lesser problems than the former. So, the determinants are estimated to clarify the generating conditions of the different types by the introduction of new variables on the company employment policies for middle-aged and older worker. The result shows that Pull type tend to be induced by the policy to reform employment practices such as salary and promotion. And finally, the panel data is analyzed to describe past trends. The fact found out is decreasing Pull type and increasing Push type.

These results are not taken optimistic views on the future of Shukko. It is important to reform Shukko practice in order to increase Pull type.

Using a sample of 312 manufacturing firms in Japan, this paper attempted to examine how the business-level strategy would moderate the relationship between the firms' HRM policies and economic performance, responding to the current debate in the field of strategic human resource management (SHRM). Our moderated multiple regression analyses revealed that the three generic strategy types (cost reduction, differentiation, and quality enhancement) significantly moderated the relationship between the adoption of particular HRM policies and performance, providing strong support for the contingency fit proposition in the SHRM theory. Based on the findings, how Japanese manufacturers can align their HRM policies with business strategies to further increase their global competitiveness was discussed.