University of Tokyo

Survey Number 0072
Survey Title Survey on Employees' Employment Management and Employee-Management Relations (Companies, Unions, Individuals), 1994
Depositor JTUC Research Institute for Advancement of Living Standard
(Former Name:Research Institute for Advancement of Living Standards)
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Educational Purpose Only available for research.
Period of Data Use Permission One year
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Summary The environment surrounding today's labor market is transforming itself in the midst of the aging of the population and changes in the industrial structure and in employees' consciousness. Under the condition, the question has become important of how to conceive corporate employment management, industrial relations, and individual career formation. With this question in mind, in January 1994, we at the JTUC-RIALS set up a committee to study a new work style. This survey is one of the efforts of the committee to explore desirable ways of working for the future. It asks questions about hiring, transfers within and between companies, and company switching, and is made up of three questionnaires for companies, unions, and individual employees, respectively.
Data Type quantitative research
quantitative research: micro data
Unit of Observation Individual,Organization
Sample Size [Company Questionnaire] 499 effective responses.
[Union Questionnaire] 533 effective responses.
[Employee Questionnaire] 2,778 effective responses.
Date of Collection 1994-11-01 ~ 1994-11-01
Time Period 1994 ~ 1994
Spatial Unit
Sampling Procedure
Mode of Data Collection
Investigator JTUC Research Institute for Advancement of Living Standards
DOI 10.34500/SSJDA.0072
Sponsors (Funds)
Related Publications (by the Investigator) JTUC-RIALS (September 1995) Atarashii hatarakikata no sozo wo mezashite (Toward the Creation of a New Working Style).
Related Publications (based on Secondary Analysis) List of related publications (based on Secondary Analysis)
Documentation [Kigyo Chosa-hyo][Kumiai Chosa-hyo][Kojin Chosa-hyo]
Major Survey Items [Company Questionnaire]
Basic items: industrial composition; location of main office; number of regular employees; ratio of employees 40 years of age and above in regular workforce; ratio of (4-year) university graduates in regular workforce.
Questionnaire items
(1) Direct recruitment of university graduates: hiring methods; whether major is important in hiring clerical employees; (if yes) preferable majors; important criteria for allocating newly graduated employees, and degree of considering employee's own preferences.
(2) Mid-career recruitment of university graduates: whether mid-career recruitment is practiced or not; (if yes) ratio of mid-career employees in the total number of university graduates, its trends in recent years, and future policy; future mid-career recruitment policy for university graduates (by occupation and form of employment); hiring routes; whether help-wanted ads specify jobs and locations of work; whether working conditions are clarified at hiring; motivational and other differences between direct and mid-career recruits.
(3) Promotion: period of no difference among career-track university recruits of the same cohort, change in such period from a decade ago, and ratio of the promoted; number of waiting years among career-track university recruits of the same cohort, and change in such numbers from a decade ago.
(4) Transfers within the company: transfer and inter-occupational rotation policy for university graduates; measures to take employees preferences into consideration.
(5) Inter-affiliate transfers: whether this type of transfer is practiced; (if yes) number and composition of transferred employees; future outlook for transferred employees; working conditions for transferred managers; reasons for the practice; explanation to employees to be transferred; management and follow-up arrangements for transferred employees; reasons for future increase in this type of transfer.
(6) Company switching: whether this type of transfer in affiliation is practiced or not; reasons; future outlook.

[Union Questionnaire]
Basic items: industrial composition; location of main office; number of regular employees; number of unionists.
Questionnaire items
(1) Recruitment of new graduates: labor-management rules for recruitment planning and initial assignments.
(2) Inter-establishment and functional transfers: labor-management treatment of these transfers; labor-management rules on training upon functional transfer; grasping of employee's own preferences and family situation; measures to obtain employee's consent; conditions for refusing transfer at the time of unofficial announcement.
(3) Inter-affiliate transfers: whether this type of transfer is practiced; (if yes) ratio of affiliates; union membership for transferred employees; labor-management rules on working conditions and duration of transfer for transferred employees; labor-management handling of transfers; policy and attitude to future transfer policy.
(4) Company switching: whether this type of transfer in affiliation is practiced or not; (if yes) labor-management rules on such switching; measures necessary to protect the interest of switchers.
(5) Mid-career recruitment of university graduates: whether such recruitment is practiced or not, and union involvement; points of labor-management discussion and negotiation, future policy.

[Employee Questionnaire]
Basic items: sex; age; education; marital status; title; company's industry, number of regular employees at company; union membership.
Questionnaire items
(1) Career before employment: age at entrance; whether Respondent ever worked for another company; number of employers R has had after graduation; industry of previous workplace; functional field at prior workplace; degree of using past experience; last title held at previous workplace; comparison in size of workforce; route of seeking present company; salary level at employment; explanation of working conditions offered at employment.
(2) Career after employment: how initial assignment was decided; whether initial assignment agreed with R's own preferences; request for reassignment; number of inter-establishment transfers; functional field; determinants of longest functional field.
(3) Evaluation of and preferences regarding career management and skills/abilities development: jobs R want(ed) to experience; career course desired; condition of performance rating; skill/ability variation in the same cohort (of employees who joined the company with R); R's own speed of promotion; opportunities for improving and exerting skills/abilities; expected changes in income if R switches jobs now; self-evaluation of occupational skills; degree of satisfaction with job/career; degree in which R's intentions are taken into consideration.
(4) Transfers: whether R ever moved out for transfer and (if yes) number of such transfers; whether R ever became a "business bachelor" and (if yes) its duration; effect of such transfers on promotion and skill improvement; whether R was ever transferred to an affiliate, (if yes) number of transfers, destination, duration, prior explanation; effect of inter-affiliate transfers on promotion and skill improvement.
(5) Requests on the personnel system and career management: career management; education and training; requests on performance rating.
Date of Release
Topics in CESSDA Click here for details

Labour relations/conflict
Working conditions
Topics in SSJDA Employment/Labor
Version 1 : 2000-02-08
Notes for Users Data Sets are written in Japanese.