Time Management of White-Collar Workers in Developed Countries
| Project/Area Number |
26780212
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| Research Category |
Grant-in-Aid for Young Scientists (B)
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| Allocation Type | Multi-year Fund |
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| Research Field |
Management
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| Research Institution | Aomori University |
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Principal Investigator |
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| Project Period (FY) |
2014-04-01 – 2018-03-31
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| Project Status |
Completed (Fiscal Year 2017)
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| Budget Amount *help |
¥2,990,000 (Direct Cost: ¥2,300,000、Indirect Cost: ¥690,000)
Fiscal Year 2016: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2015: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2014: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
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| Keywords | 人事労務管理の柔軟化 / 労働時間管理 / 人的資源管理 / 労働組合 / 労使関係 / ワークライフバランス / オーストラリア / 労働時間 / 人事労務管理 / グローバリゼーション |
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| Outline of Final Research Achievements |
Since the 1990s, overwork among Japanese white-collar workers has become a serious problem. Furthermore, since the late 1980s, the working style of Japanese companies has become more flexible with the de-regulation of labour laws.
This study explores human resource management (HRM) practices and white-collar workers in Australia. Using questionnaires and interviews, we find that Australian HRM practices are flexible. White-collar workers in Australia negotiate their volume of work with their bosses. Moreover, when it is possible to increase work volume, employers will hire new employment without using the non-scheduled hours of exiting workers. Thus, this study concludes that HRM practices require flexibility to maintain reasonable workload and working hours for workers.
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Report
(5 results)
Research Products
(12 results)
