Diverse Regular Employees and Non-regular Employment (Japanese)
AbstractCurrently there are high expectations for the introduction of policies related to diverse regular employees. These policies are a response to the problem of disparities between regular and non-regular employees (part-time, temporary, contract and other non-regular employees) and will make it more likely that workers can balance work and their private lives while companies benefit from the advantages of regular employment. In this paper, I look at two issues that underlie this discussion. The first issue is the characteristics of companies that are adopting diverse regular employee policies. In particular, I examine companies' management of employment, employee evaluation/compensation, human resource training, use of non-regular employees, work-life balance, and companies' other ways of managing human resources. The results of the examination suggest that these companies may be striving to make their rigid internal labor market for regular employees more flexible, which includes adopting diverse regular employee polices. These companies also actively work to ensure a work-life balance among employees and to make effective use of female employees. It also became clear that these companies may use non-regular employees, particularly contract employees and dispatched temporary staff, not simply to reduce labor costs and respond to changes in the demand for labor but out of awareness that these employees are important in terms of business. The other issue is the impact of diverse regular employee policies on the perceptions of workers. The examination of this issue shows that diverse regular employee policies do not have a major impact on workers hired as regular employees regardless of the form of employment. As for non-regular employees, diverse regular employee policies that differentiate between career paths and work content show a positive relationship with worker motivation and acceptance of disparities in compensation, but policies that only differentiate between career paths have a negative relationship. These and other results suggest that companies that manage their human resource portfolio based on a consistent strategy, not simply on differentiating between career paths, can be expected to benefit from diverse regular employee policies.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by Research Institute of Economy, Trade and Industry (RIETI) in its series Discussion Papers (Japanese) with number 11057.
Length: 22 pages
Date of creation: Apr 2011
Date of revision:
Contact details of provider:
Postal: 11th floor, Annex, Ministry of Economy, Trade and Industry (METI) 1-3-1, Kasumigaseki Chiyoda-ku, Tokyo, 100-8901
Web page: http://www.rieti.go.jp/
More information through EDIRC
This paper has been announced in the following NEP Reports:
- NEP-ALL-2011-06-04 (All new papers)
You can help add them by filling out this form.
reading list or among the top items on IDEAS.Access and download statisticsgeneral information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (NUKATANI Sorahiko).
If references are entirely missing, you can add them using this form.