IntroductionUsing data obtained from a questionnaire of 354 workplace leaders and 3,116 workers at 97 factories in Japan's electrical and electronics industry, this study examines relationships among a perspective index, job satisfaction, and desire to leave one's job (i.e., turnover candidacy) (Okada & Inamizu, 2014; Takahashi, 1997, 2002, 2013a, 2013b; Takahashi, Ohkawa, & Inamizu, 2009, Takahashi, Ohkawa, Inamizu, & Akiike, 2013). A perspective index shows the awareness level of one's future or the organization future to which one belongs, as well as how engaged a person is in his/her work from a long-term perspective. Takahashi's (1997) survey, mainly targeting white-collar workers, showed that a perspective index has a mostly linear, positive relationship with job satisfaction, and a mostly linear, negative relationship with turnover candidacy.The main factors involved in this study are the subjects, leaders on the shop floor (gemba in Japanese), and gemba workers involved in manufacturing. Few studies are performed to determine whether a perspective index can verify the effects exerted on job satisfaction and turnover candidacy in the abovementioned roles. In addition, the gemba in Japan's electrical and electronics industry in recent years has been competing with emerging countries. While this is likely to make it difficult to have a perspective on one's own future or that of one's company, examining the results that perspective indices hold is essential.The results of the analysis are as follows:(1) There is a mostly linear, positive relationship between the perspective index and job satisfaction.(2) There is a mostly linear, negative relationship between the perspective index and turnover candidacy.(3) The job satisfaction level of the gemba leaders was almost the same as that realized by Takahashi (1997), but the job satisfaction level among manufacturing workers generally tended to be higher. Moreover, turnover candidacy among manufacturing workers was lower than that realized by Takahashi (1997).Research MethodData used in this study's analysis is from a survey entitled Denki Sangyou no Genbaryoku Chousa (A Survey of Shop Floor Capability in the Electrical and Electronics Industry; Shintaku, Inamizu, Fukuzawa, Suzuki, & Yokozawa, 2014), where a questionnaire survey regarding the factory, gemba leaders, and workers was conducted. The subjects of the survey belonged to companies that are affiliated with the Japanese Electrical, Electronic, and Information Union and that have a shop floor.In addition to considering measurements used in existing research regarding strategy and organization in Japanese companies, interviews were conducted at approximately ten companies. Points of interest identified during the interviews were incorporated in the questionnaires. Furthermore, feedback obtained from business experts regarding potential answers to questions and their significance was considered, and the questionnaire was completed at the end of November 2013. From December 2013 to January 2014, the questionnaires were distributed to the subjects and then collected.The questionnaire types and response rate details are as follows:Questionnaire A: Survey of the workplace and factory.Subjects: Factory manager, general manager, and others with an overall perspective of the factory and workplace.Contents: Products manufactured at the factory and the state of human resources; the level of centralization of factory functions and the frequency and satisfaction of inter-department coordination; the state of organization at the factory level, namely the organizational climate at the headquarters and the factory; inter-site relationships; factory performance; overall factory strategy, etc.Responses: 97 factories (questionnaires distributed to 163 factories, with 59.5% response rate).Questionnaire B: Survey of workplace leaders. …
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