The Effect of Training Policy for Non-Regular Employees and Human Resource Management Practices  

Oleh:

Ariga, Kenn ; Kambayashi, Ryo ; Sano, Yoshihide

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 6 no. 4 (2009), page 12.
Topik: Human Resource Management (HRM); Employments; Workers; Incentives
Fulltext: JLR24_Ariga.pdf (219.35KB)

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ134.5 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Using a recent survey of establishments on the practices of non regular employments, we examine the effectiveness of various human resource management (HRM) policies towards non-regular employees. We focus on the gap between the target and the actual average tenures of non-regular employees as the benchmark to measure the effectiveness. We exploit a special characteristics of the survey in which a set of questions are asked on both regular and non-regular employments. With this feature, we conduct difference- in-difference type regressions to control for unobservable heterogeneity of establishments. We find that the emphasis on skill developments alone is not enough to enhance the stability of non-regular employees. Given the heterogeneity of non-regular employments, we find it important that the HRM policy is fine tuned towards the needs and aspirations of respective types of workers. For example, OJT, incentive provisions for skill improvements, and flex-time system are found to be important in the stability of part time (arubaito) workers. On the other hand, for contract workers, we find the positive impact of provision of a career track for administrative positions, on top of the OJT and incentive system for skill improvements. If misguided, some of HRM may well be counter-productive. For example, we find that a provision of off-the-job training tends to induce quits of contract employees.

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