| Abstract | |
| Survey Number | 0319 |
| Survey Title | Survey of General Personnel Needs: Survey of Specific Needs, 1999 |
| Depositor | Research Team of Human Resource Needs |
| Restriction of Use |
For detailed information, please refer to 'For Data Users' on the SSJDA website.
- Apply to SSJDA. SSJDA's approval is required. |
| Educational Purpose | Only available for research. |
| Period of Data Use Permission | One year |
| Access to Datasets | Download |
| SSJDA Data Analysis | Not available |
| Summary |
The Ministry of International Trade and Industry (currently the Ministry of Economy, Trade and Industry) commissioned the Japan Chamber of Commerce and Industry to carry out a "comprehensive human resources needs survey" as part of the government's "emergency employment measures" (1999). The "Comprehensive Human Resources Needs Survey" is a "general needs" mail survey of approximately 330,000 companies nationwide, aimed at (1) comprehensively ascertaining the quantity (number of people) and quality (professional requirements such as job type, work experience, and qualifications) of the human resources needed in Japan and (2) targeting small and medium-sized enterprises with a strong demand for human resources, even amidst the recession, when it is desirable for both companies and those who change jobs to understand the details of human resource needs. This study consisted of two "specific needs surveys" (a visit survey of approximately 5,000 companies nationwide and a questionnaire survey targeting those companies’ mid-career hires) aimed at clarifying the ideal mode of hiring and changing jobs. This report details the results of the latter, the "specific needs survey." In addition to company survey data and employee survey data, there is also merged data from both (created by expert committee member Masako Kurosawa). The survey content concerns assistant managers, the sufficiency of basic human resources, the specifics of the human resources demand for both, the current situation and issues of employee skill development, mid-career hiring methods, and the evaluation of hires. In the employee survey, for full-time employees who were hired mid-career, the survey addressed the following: career up to job change, job change process, education and training history and training needs, changes in work and life due to job change, etc. |
| Data Type | quantitative research: micro data |
| Universe |
[Company survey] At the companies that responded to the "General needs survey" (conducted from August 27 to September 20, 1999 with about 88,000 companies), (1) the number of regular employees was less than 100 at the time of the survey, and (2) the companies had hired mid-career regular employees between September 1998 and August 1999). [Employee survey] Respondents were sampled from among the regular employees of companies that met the criteria for the above, with mid-career hires. |
| Unit of Observation | Individual,Organization |
| Sample Size |
[Company survey] number of responses: 4,119 companies [Employee survey] number of responses: 3,600 employees |
| Date of Collection |
1999 ~ 1999 1999 |
| Time Period |
1999 ~ 1999 |
| Spatial Unit | |
| Sampling Procedure |
[Company survey] (1) From among the companies that responded to the "General Needs Survey,"* (a) the number of regular employees was less than 100 at the time of survey, and (b) mid-career recruitment of regular employees was implemented in the past year (September 1998 to August 1999). In principle, the companies that conducted the survey were selected as candidates for the survey. *For head offices and business locations (including all industries and sole proprietors) throughout Japan. Company head offices were stratified by a matrix of prefectures and employees from the Teikoku Databank list, and 75,604 from head offices and 29,500 from business locations of companies with 1,000 or more employees were randomly selected. Each survey was conducted from August 27 to September 20, 1999, and 76,804 valid responses from head offices and 7,302 valid responses from business locations (84,106 in total) were obtained, respectively. (2) The number of companies surveyed was 5,000 from among those assigned to each institution in charge of the survey. Those surveyed from the Japan Chamber of Commerce and Industry amounted to 3,500. For the National Federation of Small Business Associations was 1,000, and the National Federation of Small Business Associations, the number was 500. (3) The Chamber of Commerce and Industry in each region and the Chamber of Commerce and Industry are among the companies listed in (1) above, and the National Federation of Small Business Associations is among the member companies that are not on the list. The investigators visited the companies that consented to participating in the survey and conducted hearings with the managers. When selecting the companies to be surveyed, consideration was given to prioritizing companies that are not biased regarding the type of industry and those that are growing (stable business performance, expanding business, increasing number of employees, etc.). [Employee Survey] Conducted according to the content of the management's response in the company survey. The survey was conducted on regular employees who were hired mid-career in the past three years. We requested that people be selected from each company. For companies that hired two or more mid-career employees for the same job in the past three years, two people were selected from those with the shortest years of service. For companies that did not hire two or more employees for the same job, the target person was selected. We decided to select up to two regular employees who were aged 35 and older at the time of hiring. In the latter case, some companies had 0 eligible employees. In such cases, employee surveys were not conducted. |
| Mode of Data Collection |
[Company survey] Interview survey (on-site) [Employee Survey] Companies were asked to distribute the employee survey form. Then employees filled out the form and returned it directly to the Japan Chamber of Commerce and Industry. |
| Investigator |
Japan Chamber of Commerce and Industry, Human Resources Needs Survey Special Committee (Chairperson: Hiroki Sato) Survey contractors: Recruit Co., Ltd., Recruit Research Co., Ltd. |
| DOI | 10.34500/SSJDA.0319 |
| Sponsors (Funds) | Ministry of International Trade and Industry (currently Ministry of Economy, Trade and Industry), Industrial Policy Bureau |
| Related Publications (by the Investigator) | Please refer to the abstract in Japanese. |
| Related Publications (based on Secondary Analysis) | List of related publications (based on Secondary Analysis) |
| Documentation | [Company Survey][Employee Survey] |
| Major Survey Items |
[Company survey] (1) Business situation and strategy Manager (gender, age, highest level of educational attainment, number of managers up to respondent him or herself, age of inheritance, successors), management structure, number of regular employees in the past three years, financing, management strategy (past and future), comparison with other companies in the same industry regarding competitiveness, future management policy. (2) Human resource whom the manager depends on the most (the most reliable employee in management) Presence or absence of human resources who can be said to be “the right-hand person,” relationship, successor, gender, age, years of service, highest level of educational attainment, duties concomitant with being in charge, background of becoming the “the right-hand person,” hiring background, previous place of employment, abilities/qualifications expected at the time of hiring, when the person became dependable as “the right-hand person,” whether human resource that can become “the right-hand person” is desirable, duties, qualifications, and skills expected of “the right-hand person,” method for securing human resources that can become “the right-hand person and commitment to career. (3) Core human resources Content of the most important work and necessary abilities/qualifications, sense of satisfaction with the core human resources, shortage and supplementary methods, method of searching outside the company/reasons for not hiring from outside the company, satisfaction/dissatisfaction with the abilities of the core human resources. (4) Employee capacity development Efforts for employee capacity development, work focused on capacity development, ability to be developed, OJT or OFF-JT, employee self-development support status/reasons for not being active, new graduate recruitment or mid-career recruitment, ingenuity for retaining human resources. (5) Mid-career hires Regarding the number of mid-career hires over the past three years, job description of mid-career hiring of two or more people for the same job, mid-career hires (expected abilities/qualifications, employment examination method, job achievement, satisfaction level, etc.). (6) General needs survey (excerpt) Hiring and use of human resources in the past year, a feeling of excess in human resources, plans to hire new graduates next spring (in 2000), current hiring plans/intentions, future hiring intentions/use intentions, etc. [Employee Survey] (1) Career to date Age when respondent began working at the current company, method used to find a new job, job hunting period, number of companies that interviewed respondent, reason for working at the current company, type of information obtained about the current company before employment, previous place of employment (industry, size by number of employees, highest position held there, business relations), etc. (2) Past career and current job Work history as a regular employee, experience of secondment/change of jobs, previously experienced work field, current work field at the company, total years of experience of the longest held occupation, use of experience and skills, period until ability is demonstrated after joining the company. (3) Past education history and education and training needs Education/training at the previous workplace, education/training at the current company, education/training desired in the future, training received within three months since joining the current company, vocational ability that is useful for doing the current job, skills desired for the future, problems with vocational ability and training. (4) Changes in work and life due to job change Changes in annual income level, changes in work/environment and satisfaction compared to the previous workplace, hopes for future work life. (5) Attributes Gender, highest level of educational attainment, marital status, presence of children, spousal employment, annual income. |
| Date of Release | 2004/02/03 |
| Topics in CESSDA |
Click here for details Employment SOCIAL STRATIFICATION AND GROUPINGS |
| Topics in SSJDA | Education/Learning Employment/Labor |
| Version | 2004/02/03 ： 2004-02-03 |
| Notes for Users |
Variable and value labels are written in Japanese. For companies that responded to the "General needs survey," the content of the "General needs survey" are also included in the company’s survey data. For an analysis that links corporate and employee data, the merged data provided were used. For reports that use merged data, in addition to the depository "Human Resources Needs Survey Expert Committee (Chairperson: Hiroki Sato)," "Merge Data (created by Masako Kurosawa, Expert Committee)" was the source of the individual data. |