Non-regular Employees Research Articles

노인복지시설 영양사의 직무만족도와 직무특성 연구

This study examined the job satisfaction and characteristics of dietitians working in an elderly health care facility. The subjects for the study were 116 dietitians who work in an elderly health care facility across the country. The following lists the items affecting the total satisfaction on each element of the job: the nature of work (4.20), coworkers (4.02), supervision (3.83), communication (3.81), pay (3.22), operating conditions (3.16), fringe benefits (3.05) and promotion (2.78). Regarding supervision, regular employees (3.90) had higher satisfaction than non-regular employees (3.11), and for fringe benefits, regular employees (3.10) had higher satisfaction than non-regular employees (2.52). Regarding fringe benefits, those with less than 10 years experience showed higher satisfaction than with more than 10 years'. In terms of the job characteristics, the following were found to affect job satisfaction: the task identity (3.33), variety (3.27), autonomy (3.18), feedback (3.05), friendship opportunities (3.01) and dealing with others (2.82) were listed in the highest order. For task identity, more than 41 years old (3.53) had a significantly higher score. Regarding diversity, graduate schools (3.37) had a significantly higher score. In terms of income, those earning more than 2 million won (3.37 and 3.26) showed higher scores in autonomy and friendship opportunities than those earning less than 1.5 million won (2.79 and 2.57).

A comparison of regular employees, non-regular employees, and unemployed people using a positive view of work scale

A comparison of regular employees, non-regular employees, and unemployed people using a positive view of work scale

The era of the 24-hour society?: assessing changes in work timing using a Japanese time use survey

Using data from a Japanese time use survey, we show a noteworthy increase in the share of employees working at unusual hours (late night and early morning) over a period of a decade since the mid-1990s. When controlling for changes in hours worked, however, we find that the notable increase in the fraction of people at work at unusual hours was for low-income nonregular employees (part-time, temporary and contract workers) while relatively higher income regular employees' work timing remains stable. These observations imply that there is a trend of diversification of work timing in Japan between regular and nonregular employees. A possible explanation is that the increase in the average hours worked per weekday by regular employees, possibly because of the spread of the 5-day workweek since the 1990s, increased services and goods demand at unusual hours as they returned home. An Oaxaca–Blinder type decomposition suggests that such an increase in the average hours worked by regular employees explains partially the rise in the employment rate of nonregular employees at unusual times.

비정규직 직업훈련효과 추정과 민감도 분석

비정규직 재직자 직업능력개발에 대한 훈련 효과 추정을 위해 이 연구에서는 통계청의 경활 자료와 비모수적 매칭 방법을 사용하였다. 추정결과 재직자 직업능력개발 훈련은 정규직 자에게는 정규직 유지가능성을 높이고 비정규직 자에게는 임금보다는 정규직 전환확률을 높이는 것으로 나타났다. 또한 미관찰 요인에 의한 추정결과의 강건성을 알아보는 민감도 분석에서는 미관찰 요인은 추정결과에 크게 영향을 미치지 않는 것으로 나타났다. This paper studies the effect of job training for non-regular employees in the Korea labor market. Using an economically active population data set of statistics Korea, we apply a non-parametric matching and sensitivity analysis method to measure the effect of the training for non-regular employees and to look for the impact of an unobservable variable or confounding factor in regards to the selection effect and outcome effect. In the our empirical results, we conclude that the effect of the training for non-regular employees has a better employment effect for getting a regular job rather than a wage effect; in addition, the impact of unobservable variables or confounding factors do not exercise a statistically strong influence on the baseline ATT.

就労女性の妊娠判明後の退職行動規定要因に関する疫学研究

More women in Japan continue to quit a job when they find out they are pregnant than in other industrialized countries. The purpose of this study was to clarify factors affecting the quitting rate among female workers who become aware they are pregnant. All pregnant women visiting or admitted to seven obstetrics medical institutions in Nara Prefecture between November and December 2004 for examination or delivery were surveyed. Of these women, 603 who were working when they discovered their pregnancy were subjects of the analysis. Quitting a job was treated as an event occurrence, and those working at the time of the survey were considered censored cases. The Kaplan-Meier method was used to determine the trend of the quitting rate associated with gestational weeks. The Cox proportional hazard model was used to examine the relationship between quitting a job and workplace factors such as number of staff at the workplace, types of employment, and availability of a legal maternity protection system, and individual factors such as age and thoughts (both subject's and husband's) on continuing work. The quitting rate up to delivery was 63.1%, but this increased to 69.8% when limited to pregnancy with a first child. Significantly independent factors behind continuation of work after discovering pregnancy were the following: receiving time off for medical examinations (HR=0.59, 95% CI (0.41-0.83)), availability of a child care leave system (0.37 (0.22-0.63)), arranged support system after returning from maternity and child care leave (0.60 (0.42-0.87)), workplace ambience is supportive of working after marriage and childbirth (0.59 (0.43-0.81)), and the subject (0.63 (0.43-0.93)) or husband (0.50 (0.30-0.86)) considers it good to continue working during pregnancy. In contrast, a non-regular employee (1.93 (1.46-2.56)) and being young (1.74 (1.10-2.75)) were factors behind quitting a job. Key conditions that encourage work continuation after becoming aware of pregnancy include creative adjustments at the workplace, motivating women and their husbands to consider work intentions, and having an established legal maternity protection system in the workplace. Moreover, comprehensive implementation of a child care leave system that is not available to all non-regular employees is also desirable.

Firm's appointment system to regular employee from non-regular employee and job experience of non-regular employee : What is necessary for skill formation of non-regular worker?

Firm's appointment system to regular employee from non-regular employee and job experience of non-regular employee : What is necessary for skill formation of non-regular worker?

Employment Relations in Japan: Recent Changes under Global Competition and Recession

This article reviews the recent developments of employment relations in Japan. The period 2008—9 has been rich in dramatic changes. First, there was the financial and economic crisis of 2008 which dealt a serious blow to the fragile Japanese economy. Second, in September 2009, a new government led by the Democratic Party of Japan was elected for the first time since 1955. The traditional Japanese employment relations system with long-term employment still applies to core workers in large firms, but their share has been diminishing in favour of the continual growth of atypical employment or non-regular employees.

Nonregular Workers and Inequality in Japan

Inequality and the rapid growth of the nonregular work force have become major social concerns in Japan over the past decade. The number of nonregular employees has risen rapidly, through economic growth and slump alike, since the early 1990s. New government figures put the proportion of nonregular workers at 37.8%, second only to the Netherlands among advanced democracies. During the same period, the poverty rate has grown alarmingly as well and now ranks a close second to that of the US. While the link between rising numbers of nonregular workers and rising poverty is unproven, the existence of such a link is now widely assumed among the public. In Japan, the division between regular workers (seishain) and nonregular workers (hiseiki shain) is especially sharp. Seishain are full-time employees enjoying good incomes and fairly strong job security, but expected (and in fact legally required) to submit to employer demands, notably for overtime and burdensome transfers, on pain of losing their jobs.Hiseiki shain, including part-time, contract, subcontract and agency temporary workers, generally earn about half of what regularworkers earn and canbe fairly readily dismissed, though they are not at employers’ beck and call. This division is frequently based primarily on status rather than economic rationality since many nonregulars do the same or similar work as regular workers. In addition, the number of young men stuck in low-paid jobs has soared in the past decade. This essay examines four of the more prominent recent books to examine nonregular workers. Two are by high-profile academics, but the first two discussed here are Report: I Want to be a Seishain and

Charactcristics of Non-regular Employees Working for Municipal Govemments

Charactcristics of Non-regular Employees Working for Municipal Govemments

“Karoshi (Work to Death)” in Japan

Since the collapse of Japan’s bubble economy in the early 1990’s, the Japanese economy has only recovered slightly. This has direct implications for employment. Both the seniority wage system and the lifetime employment system, which were popular during the period of economic growth in Japan, unavoidably changed to an outcome-wage system. Now there is greater mobility in employment, increased use of non-regular employees, and diversed working patterns. The problem of karoshi – a potentially fatal syndrome resulting from long work hours – has been known since the early 1980s. This problem has become more serious in recent years. The purpose of this article is to provide an overview of the economic and employment conditions in Japan, as well as to examine the working lifestyle of Japanese men and its connection to “karoshi.” It is argued that (1) the long work hours are not the preference of individuals, but rather the result of the adaptation to the work environment, and; (2) solving this problem requires re-conceptualization of workers’ human rights on the part of both companies and the society as a whole.

Reliability and Validity of the Japanese Version of the Stanford Presenteeism Scale in Female Employees at 2 Japanese Enterprises

Journal of Occupational HealthVolume 50, Issue 1 p. 66-69 Short CommunicationFree Access Reliability and Validity of the Japanese Version of the Stanford Presenteeism Scale in Female Employees at 2 Japanese Enterprises Miku Yamashita, Corresponding Author Miku Yamashita [email protected] Osaka University Graduate School of Medicine, Division of Health Sciences, JapanCorrespondence to: M. Yamashita, Osaka University Graduate School of Medicine, Division of Health Sciences, 1–7 Yamadaoka, Suita, Osaka 565–0871, Japan (e-mail: [email protected])Search for more papers by this authorMikako Arakida, Mikako Arakida Osaka University Graduate School of Medicine, Division of Health Sciences, JapanSearch for more papers by this author Miku Yamashita, Corresponding Author Miku Yamashita [email protected] Osaka University Graduate School of Medicine, Division of Health Sciences, JapanCorrespondence to: M. Yamashita, Osaka University Graduate School of Medicine, Division of Health Sciences, 1–7 Yamadaoka, Suita, Osaka 565–0871, Japan (e-mail: [email protected])Search for more papers by this authorMikako Arakida, Mikako Arakida Osaka University Graduate School of Medicine, Division of Health Sciences, JapanSearch for more papers by this author First published: 16 February 2008 https://doi.org/10.1539/joh.50.66Citations: 14AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL References 1Goetzel RZ, Long SR, Ozminkowski RJ, Hawkins K, Wang S and Lynch W: Health, absence, disability, and presenteeism cost estimates of certain physical and mental health conditions affecting U.S. employers. J Occup Environ Med 46, 398– 412 (2004) 2Hemp P: Presenteeism: at work—but out of it. Harv Bus Rev 82, 49– 58, 155 (2004) 3Yamashita M and Arakida M: Concept analysis of presenteeism and its possible applications in Japanese occupational health. San Ei Shi 48, 201– 213 (2006) (in Japanese) 4Turpin RS, Ozminkowski RJ, Sharda CE, Collins JJ, Berger ML, Billotti GM, Baase CM, Olson MJ and Nicholson S: Reliability and validity of the Stanford Presenteeism Scale. J Occup Environ Med 46, 1123– 1133 (2004) 5Koopman C, Pelletier KR, Murray JF, Sharda CE, Berger ML, Turpin RS, Hackleman P, Gibson P, Holmes DM and Bendel T: Stanford presenteeism scale: health status and employee productivity. J Occup Environ Med 44, 14– 20 (2002) 6Fukuhara S, Ware JE Jr., Kosinski M, Wada S and Gandek B: Psychometric and clinical tests of validity of the Japanese SF-36 Health Survey. J Clin Epidemiol 51, 1045– 1053 (1998) 7Fukuhara S, Bito S, Green J, Hsiao A and Kurokawa K: Translation, adaptation, and validation of the SF-36 Health Survey for use in Japan. J Clin Epidemiol 51, 1037– 1044 (1998) 8Kawakami N, Kobayashi F, Araki S, Haratani T and Furui H: Assessment of job stress dimensions based on the job demands- control model of employees of telecommunication and electric power companies in Japan: reliability and validity of the Japanese version of the Job Content Questionnaire. Int J Behav Med 2, 358– 375 (1995) 9Seto M, Morimoto K and Maruyama S: Work and family life of childrearing woman in Japan: comparison of non-regular employees with short working hours, non-regular employees with working hours and regular employees. J Occup Health 48, 183– 191 (2006) 10Witt LA and Carlson D: The work-family interface and job performance: moderating effects of conscientiousness and perceived organizational support. J Occup Health Psychol 11, 343– 357 (2006) Citing Literature Volume50, Issue1January 2008Pages 66-69 ReferencesRelatedInformation

호텔종사원의 고용불안이 신뢰에 미치는 영향 -특급호텔 식음료부서 종사원을 중심으로-

호텔은 인적자원의존도가 대단히 높은 기업이다. 종사원의 고용불안은 숙련된 종사원의 이직불안으로 연결된다. 경영환경이 복잡하고 불확실할수록 조직을 유지 발전시키기 위해서는 호텔기업이 종사원으로부터 신뢰를 얻어야 하며, 조직에 대한 종사원의 신뢰 역시 중요하다. 본 연구는 관광기업 중에서도 고용불안인식이 비교적 높은 특급호텔 식음료업장 종사원의 고용불안인식과 조직 내 신뢰수준을 확인하고 고용불안이 신뢰에 미치는 영향측정을 연구목적으로 한다. 고용불안은 신뢰에 부정적인 영향을 미칠 것이라는 가설 검증결과에서 고용불안이 동료신뢰와 회사신뢰에는 유의한 영향을 미치지 못하는 것으로 나타났다. 단지 해고위험요인만이 상사신뢰에 유의한 영향을 미치는 것으로 나타났다. 즉, 해고위험이 있다고 하더라도 동료와의 신뢰에는 아무런 상관이 없다고 볼 수 있으며, 회사신뢰의 경우도 회사는 해고의 결정권자로서 해고의 직접적인 원인으로 보지는 않는다고 여겨진다. 다만 회사직원들은 해고위험과 관련하여 직접 현장에서 같이 근무하는 직장상사의 근무평가나 관계가 해고로 이어질 수 있다고 여기고 있는 것으로 유추할 수 있을 것이다. 고용불안인식에 대한 비정규직종사원, 정규직 종사원간 차이는 나타나지 않았다. The Employment instability of current employees should be related to uncertainty of switching job for experienced ones. Therefore, the researcher would like to look into the influence which is taken by Job Insecurity after verifying Job Instability Recognition through employees and identification of the level into Trust in organization, In particular, for the employee who is working in a catering department and expected to be ranked highly among tourist companies concerning Job Instability Recognition. According to the result of a tentative theory that Job Insecurity will effect negatively to Trust, conversely, it does not give any considerable effects both Trust in colleague and company. It just turned out that the risky factor of their dismissal could come to a substantial consequence to Trust in Superior. In this regard, a study shows that there isn't any relation to Trust in colleague even though there Is the cause of being fired. In this sense, employees can assume that a work evaluation or relationship with their superior, who work together in the field, is related to the risky factor regarding their dismissal. In other words, it turned out that there was no difference between regular employee and non-regular employee in the matter of Job-Instability-Recognition.

Has Lifetime Employment Become Extinct in Japanese Enterprise? An Empirical Analysis of Employment Adjustment Practices in Japanese Companies

The changing environment of Japanese enterprise has seen lower stability and continuity in employment. Although the tenure of regular employees has become longer, the continuity of employment is falling, while the increased use of non-regular employment means decreased tenure for employees as a whole. To determine whether the spread of employment adjustment with respect to regular employees of large firms is due to shifts in corporate behaviour or the result of changes in the market environment, a partial adjustment model was used to chart variations in employment adjustment. As a result, marginal changes were identified in the structure of employment practices between 1998 and 2001 in the majority of companies in four selected industries. Moreover, a panel analysis showed that while structural changes were not common to all industries, similar marginal changes in individual cases were suggested in some limited corporate groupings only. This led to an examination of the effect of non-regular employment and company groups (shihon keiretsu). Results showed high employment adjustment speeds as regards the increase in non-regular employees, as well as extremely high levels in company groups that have come to be seen as more important, in line with the shift to a consolidated base accounting system from 2000. Given recent environmental changes, we argue that Japanese companies coped by implementing a high employment adjustment capacity in non-regular employment and company groups as a whole, while restricting changes in employment practices related to regular employment in parent companies.

INCLUDING THE EXCLUDED WORKERS? THE CHALLENGES OF JAPAN'S KANAGAWA CITY UNION

Historically, Japanese labor unions have organized the core of the labor force in Japanese companies. The increase in the number of nonregular employees in the labor market and the decrease of the unionization of core regular workers is imposing new challenges on the mainstream labor movement. Against this backdrop labor supply takes on a new dimension, notably as a result of a falling birth rate and the role of foreign workers. The latter takes on a distinct significance in this context. This article will provide an assessment of the latent and more obvious difficulties facing the unionization of foreign workers by focusing on the experience of labor activists in Kanagawa City Union, in Kanagawa Prefecture just south of Tokyo. This minority union organizes many Latin American workers, among whom Peruvians form the most numerous group. The second issue surrounds the precarious nature of workers’ employment. The third and final matter addresses the character of the response by mainstream labor, especially Rengo, to this and other community unions. Finally, how and to what extent can the distinctive structure of such marginal unions provide a new dimension to the analysis of the problems casual workers are facing in society?

Interview study on occupational safety and health problems associated with diversification of employment status

In order to investigate the current status of occupational safety and health (OSH) management for non-regular employees called dispatched or contract, on loan, part-time workers on the premises, and to develop tools for solving the issues associated with employment diversification in Japan, we developed an interviewing sheet and conducted interviews with occupational physicians and human resources in seven companies. There were some issues associated with each employment status in all of those companies. We concluded that it was necessary to develop a tool that clarifies all workers' understanding of the premises and relation between companies, defines the responsibility of OSH, and determines the required items in OSH included in contracts between companies.

Work and Family Life of Childrearing Women Workers in Japan: Comparison of Non‐Regular Employees with Short Working Hours, Non‐Regular Employees with Long Working Hours, and Regular Employees

This study assessed the working and family life characteristics, and the degree of domestic and work strain of female workers with different employment statuses and weekly working hours who are rearing children. Participants were the mothers of preschoolers in a large Japanese city. We classified the women into three groups according to the hours they worked and their employment conditions. The three groups were: non-regular employees working less than 30 h a week (n=136); non-regular employees working 30 h or more per week (n=141); and regular employees working 30 h or more a week (n=184). We compared among the groups the subjective values of work, financial difficulties, childcare and housework burdens, psychological effects, and strains such as work and family strain, work-family conflict, and work dissatisfaction. Regular employees were more likely to report job pressures and inflexible work schedules and to experience more strain related to work and family than non-regular employees. Non-regular employees were more likely to be facing financial difficulties. In particular, non-regular employees working longer hours tended to encounter socioeconomic difficulties and often lacked support from family and friends. Female workers with children may have different social backgrounds and different stressors according to their working hours and work status.

P3055 雇用の多様化と安全衛生上の課題(第2報) : 構内で働く非正規社員に対する労働安全衛生管理体制を構築するためのツールの開発(一般演題:ポスター,地方の時代の産業保健,第79回日本産業衛生学会)

P3055 雇用の多様化と安全衛生上の課題(第2報) : 構内で働く非正規社員に対する労働安全衛生管理体制を構築するためのツールの開発(一般演題:ポスター,地方の時代の産業保健,第79回日本産業衛生学会)