The purpose of this study is to review the current trends in job embeddedness (JE) research and discuss future prospects for research in Japan. In research on turnover, retention, job satisfaction and organizational commitment have traditionally been used as the main explanatory factors, but these are said to explain only a small portion of turnover. In contrast, JE focuses on the influence of context rather than emotional concepts and examines not only on-the-job aspects of work but also off-the-job aspects, shifting the focus from “why people leave” to “what keeps people stay there.” In this study, we reviewed existing research on JE based on the scoping review. JE was initially proposed as a sixdimensional concept combining links, fit, and sacrifice with on-the-job or off-the-job factors, but there has been an increase in research distinguishing and test on-the-job factors and off-the-job factors separately. In addition to early studies on the antecedent factors, there have been studies that also examined JE as a dependent variable and as a moderator or mediator, and new measurement scales have been developed. This study identified composite scales and global scales as representative measures of JE, clarified the challenges of both scales, organized related concepts in JE research, and discussed future research directions while examining the development of JE research in Japan.

The purpose of this paper is to clarify the changing nature of the overseas subsidiary reforms in Japanese multinationals since the 2010s through an in-depth case study mainly focusing on the productivity management and human resource management (HRM) of a Japanese major eyewear manufacturer operating in China. This reform was not limited to productivity management and HRM but also extended to employment structure (employment portfolio). Firstly, regarding productivity management, in the past, targets for productivity improvement were set in a top-down manner by cascading uniform targets to all departments. However, in recent years, this has changed to a system where self-initiating targets from the shop floor form the basis of target setting. This reform was made possible on the premise that the system of daily shop floor management would be enhanced. Secondly, the system for determining wage increases based on ability-based pay, which was not so closely related to organizational performance, has changed to one that partially introduced performance-based pay; this is more directly linked to organizational performance, while continuing and sustaining the previous ability-based pay. Such HRM reform was conducted based on the premise of productivity management reform to support it from the aspect of the monetary incentives provided by the remuneration system. Thirdly, the employment structure that had been traditionally dominated by regular employees has been transformed into one that incorporates the use of temporary labor, which is relatively available to recruit in the growing shortages of the local labor. This shift in the employment structure was also an extension of the institutional mechanisms of productivity management and HRM that had been established earlier. All of these reforms reflected the Japanese labor management philosophy, which expects skill formation for the production workers at shop floor over the medium and long-term.

This article aims to review research focusing on the concept of “family supportive supervisor behavior (FSSB),” which refers to actions taken by supervisors to support their employeesʼ families. There has been growing awareness of the importance of providing support for employees with childcare or older care responsibilities. Along with the expansion of family support initiatives, supervisorsʼ support has been recognized as important for promoting work-life balance. Based on existing review articles and meta-analyses, this study confirms the definitions, constructs, measures, theoretical foundations, antecedents, and outcomes of FSSB. Furthermore, this paper focuses on Iku-Boss, a practical concept of FSSB in Japan, and explores the similarities and differences between Iku-Boss behaviors and FSSB. Finally, future directions for research and practice on the FSSB are proposed.

In Japan, growing interest in human resource diversity, coupled with policy initiatives, has led to increased efforts to promote the employment of high-skilled foreign workers. This paper analyzes how the employment of such foreign nationals has come to attract social and policy attention, considering the historical context of diversity management and immigration policy in Japan. Diversity management in the United States, originally developed as a response to discrimination and disparities faced by women, ethnic and racial minorities, eventually gained legitimacy as a strategic human resource approach. As this concept spread globally, it also began influencing Japanese corporate practices. However, in Japan, the long-standing myth of a homogeneous nation and the selective immigration policy emphasizing specialization in conjunction with stricter immigration controls have rendered ethnic and racial minority issues largely invisible.

As a result, diversity management in Japan has been narrowed to focus primarily on differences in nationality, rather than on broader issues of ethnicity or race as in the United States. This process has fostered a situation in which Japanese firms selectively include foreign workers with high-level skills in the workforce, with their entry tightly controlled by their expertise. This selective inclusion ultimately reinforces the logic of Japanese firms, which employ foreign workers based on strategic convenience rather than a commitment to diversity or recognizing the need for equity. Consequently, the current trend of recruiting highly skilled foreign professionals legitimizes a passive human resource strategy that lacks a strong sense of urgency or necessity in Japanese firms. This dynamic has contributed to a disconnect between the substantial influx of foreign workers and the limited development of institutional frameworks for effective inclusion.

The transfer with relocation system (Tenkin -system) has been a core part of human resource management in Japanese companies, with the main objectives of human resource development and organizational management. However, with the increase in dual-income households, diversification of work styles, and the spread of remote work, a fundamental review of this system is required. Recent trends suggest that the Tenkin -system will be changed to a system based on the consent of the employee, and the number of employees who do not accept transfers with relocation(tenkins)is expected to increase. This paper aims to discuss the contribution of the Limited Work Location System (LWLS) to the management of employees who do not accept tenkins through a literature review, and to propose the future direction of research on the Tenkin -system. Specifically, after conducting a thorough review of research on the Tenkin -system and the LWLS in Japanese companies, we will attempt to connect the findings of both studies and present issues and prospects for the transformation of the Tenkin -system. As a result, we find implications for designing a system of tenkin status from the findings of research on the LWLS. We expect that future research on the LWLS will build a foundation for the creation of a new human resource management model. Based on the findings of both reviews, we propose the following future research directions: ⑴ expanding the theoretical perspective on the findings from empirical studies; ⑵ exploring the possibility of designing systems that take into account digital technology and remote work; and ⑶ connecting with overseas research on internal mobility. As the Tenkin -system is facing a period of change, case studies of leading companies are expected to shed light on the impact of tenkins on performance at both the individual and company levels.