Hiroshi Yamamoto is a professor of business administration and school of business at the Aoyama Gakuin University. He received his PHD degree (1999) in business administration. His current research interests include human resource management, organizational behavior, and career development. As latest research achievements, there are ‘Study of Promotion’ and ‘Study of Job Change and Career’. The former studied about the career plateau phenomenon meaning an employee's promotion delay. The latter has considered the movement between organizations of job change, shukko, etc. and the career development accompanying it from a viewpoint of the inter-organizational career development. Hiroshi Yamamoto is can be contacted at: yamamoto@busi.aoyama.ac.jp
Abstract: The purpose of this study is two fold. The first purpose is to investigate the hypothesis as follows: The enrichment of the employee benefit management and the improvement of job attitudes mediate the relation between the adoption of family friendly policies and the employee retention. The second purpose is to investigate the gender gap in the above-mentioned model. The facts and conclusions presented in this paper were obtained from a study of 1228 employees. Analysis of covariance structures was adopted for testing hypothesis. About the first one, significant mediator effects of the enrichment of the employee benefit management and the improvement of job satisfaction were clarified. About the second point, there wasnât the gender gap in the above-mentioned retention process by the employee benefit management, except for the number of the employee benefit management practices and the organizational tenure. The necessity of additional research about international comparison, investigation of organization, longitudinal investigation, etc. was pointed out.
Abstract: This article reviewed previous studies which investigated strategic human resource management
(SHRM) mainly from the process point of view for improving organizational performance. First, analyzing
common features in definitions of SHRM clarified five features (a close fit between human resource
management (HRM) and management strategy, etc.). Second, approaches which investigated the
relationship between strategies, HRM practices and organizational performance were reviewed. As a result,
the best practice approach has been used frequently and produced useful outcomes comparatively
with the contingency approach and the configurational approach. Thirdly, the intervening factors and
cause-and-effect relationships between HRM practices and organizational performance were analyzed.
From reviewing previous studies, retention and many factors were found as intervening factors. And
it was suggested that placing too much emphasis on the cause-and-effect relationships wasnât realistic
in empirical studies. The last section of this article reconsidered SHRM in the context of general HRM
research. The necessity of the attention paid to single-level practices was pointed out.
Abstract: PurposeâThe present study has two purposes. One is to investigate the relationship between an Inter-Organizational Career Orientation (IOCO) of employees and their career strategies. The second is to investigate the effects of the career attitudes that an IOCO has on employee career strategies.
Design/methodology/approachâThe facts and conclusions presented in this paper were obtained from a study of 365 employees from 16 companies. A multiple regression analysis was adopted for testing hypotheses.
FindingsâWith regards to the first objective, it was determined that IOCO has a positive effect on inter-organizational career strategies (career exploration) and a negative one on organizational career strategies (self-nomination). With regard to the second objective, the moderating effects of career attitudes toward the relationships described as follows became clear: job involvement of employees with regard to the relationship between IOCO and creating career opportunities; job involvement of employees with regard to the relationship between IOCO and self-nomination; job involvement of employees with regard to the relationship between IOCO and career insight; and career goal commitment of employees with regard to the relationship between IOCO and challenging work behavior.
Research limitations/implicationsâAn analysis according to demographic factors and the implementation of longitudinal research are suggested as future research subjects.
Originality/Value: This paper showed that IOCO contributed not only to the rejection of organizational career strategies but also to that of organizational and inter-organizational career strategies âDomain fit hypothesisâ was verified in new organizational behavioral concepts between career orientation and a career strategy.
