Effect of Employees’ Values on Employee Satisfaction in Japanese Retail and Service Industries

Tomonori Matsuki,Jun Nakamura

doi:10.1155/2019/4951387

Tomonori Matsuki, Jun Nakamura

Open Access

https://doi.org/10.1155/2019/4951387

Copy DOI

Abstract

The Japanese workforce has decreased rapidly over the past few decades, and this is expected to continue. Retail and service industries are already experiencing human-resource shortages. In these industries, nonregular employees feature prominently. For most companies, recruitment is difficult, and employees change jobs often, making securing staff an important business issue. Nonregular and regular employees are treated differently; the problem is thus partly social in nature. However, some nonregular employees are content, although their work conditions are not good. Here, text mining was used to explore differences between the values of regular and nonregular employees in the retail and service industries.

Highlights

The retail and service industry, which is labor intensive, is facing a turning point in human-resource management due to a decreasing labor force population and diminishing value for employees’ work
Regular and nonregular employees coexist under different conditions, but seem to share values relevant to work and the workplace
Correlation coefficients between employee satisfaction (ES) and 10 Extrinsic ES factors were calculated for regular employees and nonregular employees, respectively

Summary

Introduction

The retail and service industry, which is labor intensive, is facing a turning point in human-resource management due to a decreasing labor force population and diminishing value for employees’ work ( the term “values” is defined as a way of thinking about work and workplace in this paper). In this industry, companies have used large numbers of nonregular employees for many years to accommodate fluctuations in supply and demand. According to MHLW [1], about 70% of nonregular employees in the accommodation and food service industries are nonregular employees. Maintaining and training human resources have become increasingly demanding management tasks

Methods

Results

Discussion

Conclusion