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"In the field of labor administration in Japan there is growing interest in the introduction of “restricted regular employment.” This paper investigates two types of restricted regular employment: regular employment with restrictions on type of work (“work-type-restricted regular employment”) and regular employment with restrictions on work location (“work-location-restricted regular employment”). It provides analysis of quantitative and qualitative data that sheds light on the extent to which such employees are currently utilized, what kinds of places of business utilize them, and the attributes, aspects of employment, and personnel management challenges of each type.Work-type-restricted regular employees face difficulties developing their career to managerial level, due to the fact that they are assigned different work duties and receive different training to regular employees without restrictions on their work type. They also consequently tend to remain in a job for shorter periods than regular employees without restrictions on their work type. Work-location-restricted regular employees tend to have lower wage levels than regular employees without restrictions on their work location. As work-location-restricted regular employees may engage in the same work duties as regular employees without restrictions on their work location, they are prone to be dissatisfied with their wages. In order to allow for more widespread use of work-type-restricted regular employment, it is necessary to establish external labor markets—namely, to develop environments in which such employees can change jobs without disadvantage—and in order to allow for more widespread use of work-location-restricted regular employment it is necessary to establish systems within companies by which employees from various employment categories are able to voice their opinions on wage levels."

"In the field of labor administration in Japan there is growing interest in the in- troduction of “restricted regular employment.” This paper investigates two types of restricted regular employment: regular employment with restrictions on type of work (“work-type-restricted regular employment”) and regular em- ployment with restrictions on work location (“work-location-restricted regular employment”). It provides analysis of quantitative and qualitative data that sheds light on the extent to which such employees are currently utilized, what kinds of places of business utilize them, and the attributes, aspects of em- ployment, and personnel management challenges of each type. Work-type-restricted regular employees face difficulties developing their ca- reer to managerial level, due to the fact that they are assigned different work duties and receive different training to regular employees without restrictions on their work type. They also consequently tend to remain in a job for shorter periods than regular employees without restrictions on their work type. Work-location-restricted regular employees tend to have lower wage levels than regular employees without restrictions on their work location. As work-location-restricted regular employees may engage in the same work du- ties as regular employees without restrictions on their work location, they are prone to be dissatisfied with their wages. In order to allow for more wide- spread use of work-type-restricted regular employment, it is necessary to es- tablish external labor markets—namely, to develop environments in which such employees can change jobs without disadvantage—and in order to allow for more widespread use of work-location-restricted regular employment it is necessary to establish systems within companies by which employees from various employment categories are able to voice their opinions on wage levels."

"As the Japanese government seeks to encourage greater implementation of restricted regular employment systems, it is important to ascertain the current developments regarding such forms of employment. Focusing particularly on the differences that arise depending on company size, this paper investigates the attributes of restricted regular employees and factors determining wages and satisfaction levels. The analysis results show that restricted regular employment is helping companies to provide more flexible ways of working, as reflected by the fact that women who are caring for and raising children tend to work as regular employees with restrictions on their working hours. The results also suggest that as many large companies have multiple places of business and need employees to be prepared for the possibility of personnel transfers particularly those that involve moving to a new place of work—their approach to forms of employment that restrict such transfers may involve lowering wages. The findings also indicate that in small and medium-sized companies, which may need to operate with a comparatively limited number of staff and may therefore assign a wide scope of work duties to each employee, placing restrictions on scope of work duties allows employees to concentrate on certain types of work and in turn increases their levels of job satisfaction."

"The theory of compensating wage differentials predicts that there will be apositive relationship between wages and poor working conditions and thatworkers are fully compensated for poor working conditions through their wage.In this article, we first present a theoretical model of compensating wage differentialsunder the assumption of a perfectly competitive labor market to confirmthese predictions. We then show that empirical studies have found evidencethat contradicts these theoretical predictions. Specifically, we introducestudies that show the following: (i) workers are not matched with their desiredworking conditions, and those workers who report dissatisfaction with theirhours change employers to work in jobs that are more consistent with theirpreferred hours; and (ii) workers are overcompensated for poor working conditions.We provide two theoretical models that are more consistent with theobserved empirical patterns. The first is an equilibrium labor search model inwhich a job is a package of wages and working hours, while the second is a“rat-race” model in which professional employees are required to work inefficientlylong hours. Finally, we offer suggestions for offering more flexible jobs(e.g., restricted regular employees) in the Japanese labor market. "

"PT. ABC merupakan perusahaan yang bergerak dalam bidang jasa pengiriman cepat dan logistik (delivery express and logistics). Persaingan yang sangat ketat, tingkat turn-over sumber daya manusia serta perubahan lingkungan bisnis yang sangat cepat membuat PT. ABC merasa perlu memiliki strategi yang tepat dalam menjaga kelangsungan operasi bisnisnya saat ini maupun di masa mendatang.Salah satunya adalah strategi dalam pengelolaan sunlber daya manusia, di mana disadari bahwa ABC tidak cukup siap dalam pengadaan talenta yang dapat disiapkan dalam proses suksesi, balk saat ini manpun 1-2 tahun ke depan. Minimnya jumlah potential successor, di mana kurang dari 2% dari kelompok Junior Manager yang dinilai siap menduduki posisi yang lebih tinggi.Melalui berbagai riset atau survey internal, serta workshop yang dilakukan, disadari bahwa ABC saat ini belum memiliki perangkat yang memadai untuk. mengantisipasi situasi tersebut. ABC tidak cukup terstruktur dalam mengenali talenta-talenta dari karyawan yang ada, dalam mengidentifikasi arah pengembangan karir karyawan potensial manpun dalam menyalurkan aspirasi karir dari para karyawannya.Terbukti sebanyak 36% dari karyawan yang mengundurkan diri tahun 2003 menyatakan bahwa alasan rnereka meninggalkan perusahaan karena mereka merasa mendapatkan kesempatan karir yang lebih baik di perusahaan baru. Penelitian lain juga menunjukkan bahwa dari 20.000 kasus voluntarily termination yang diteliti, sebanyak 80% di antaranya diakibatkan 3 faktor utama, yaitu masalah dengan atasan, kondisi kerja serta tidak adanya kesempatan karir.Beberapa alternatif dicoba dianalisis untuk bisa memecahkan permasalahan yang dihadapi ABC. Berbagai perangkat/sistem pengelolaan sumber daya manusia yang ada dicoba ditelaah, seperti system dan strategi rekrutmen, strategi Compensation & Benefit serta sistem pengembangan karir itu sendiri.Di antara pemikiran solusi tersebut, hal yang paling dibutuhkan saat ini dan paling feasible atau memungkinkan untuk segera dilakukan adalah pengembangan sistem Career & Talent Management, yang diakui oleh sebagian besar peserta workshop memang belum dimiliki ABC. Sebagai sebuah proses yang kelak akan berjalan sepanjang tahun, solusi ini diperkirakan akan membutuhkan investasi sebesar Rp. 176.300.000,- di mana biaya ini masih akan lebih kecil dibandingkan biaya yang harus dikeluarkan untuk merekrut, melakukan re-training, efek intangible akibat demotivasi yang terjadi pada karyawan yang ada."

"As the Japanese government seeks to encourage greater implementation of restricted regular employment systems, it is important to ascertain the current developments regarding such forms of employment. Focusing particularly on the differences that arise depending on company size, this paper investigates the attributes of restricted regular employees and factors determining wages and satisfaction levels. The analysis results show that restricted regular employment is helping companies to provide more flexible ways of working, as reflected by the fact that women who are caring for and raising children tend to work as regular employees with restrictions on their working hours. The results also suggest that as many large companies have multiple places of business and need employees to be prepared for the possibility of personnel transfers particularly those that involve moving to a new place of work—their approach to forms of employment that restrict such transfers may involve lowering wages. The findings also indicate that in small and medium-sized companies, which may need to operate with a comparatively limited number of staff and may therefore assign a wide scope of work duties to each employee, placing restrictions on scope of work duties allows employees to concentrate on certain types of work and in turn increases their levels of job satisfaction."

"Contents :- Reframing middle management acumen - Effective relationship building - Building talent - Critical thinking and alignment - Optimizing performance - Inspiring excellence - Middle management is the greatest job in the world! - References & resources - Job aid "

"This paper examines the implications and issues for female employment under the rationale of “diverse regular employees,” whereby restrictions are placed on an employee’s work type, place of work, etc. In Japan, the introduction of a course-based employment management system has been advocated by employers’ associations since around the 1980s. Particularly in larger companies, the majority of male employees have been hired on the “managerial career track,” with no restriction on working hours, work type and place of work, and the majority of females on the “clerical career track,” with restrictions on work type and place of work, on the assumption of short-term employment. The conventional course-based employment management system and “diverse reg- ular employees” resemble each other, in that they both create categories of employment management in which there are restrictions on the work type and place of work, etc. But if we consider the ideal employment management sys- tem, there is a difference as to whether the respective employment is “short-term” or “medium- to long-term.” Depending on how systems are de- signed with a view to forming medium- to long-term careers, the policy of “diverse regular employees” could in fact both reinforce and eliminate Japan’s gender pay gap and gender imbalance in types of employment, which are on the large side among industrialized nations"