| Abstract | |||||||||||||
| Survey Number | 0415 | ||||||||||||
| Survey Title | Survey on Equivalent Treatment of Part-time Workers and Business Performance, 2002-2003 | ||||||||||||
| Depositor | Japan Institute of Workers' Evolution | ||||||||||||
| Restriction of Use |
For detailed information, please refer to 'For Data Users' on the SSJDA website.
- Apply to SSJDA. Depositor's approval is required. |
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| Educational Purpose | Only available for research. | ||||||||||||
| Period of Data Use Permission | One year | ||||||||||||
| Access to Datasets | Download | ||||||||||||
| SSJDA Data Analysis | Not available | ||||||||||||
| Summary |
In recent years, the number of non-regular employees has increased rapidly, driven primarily by larger volumes of part-time workers. Furthermore, non-regular employees’ working styles have changed from auxiliary roles to core roles. However, there has been no indication that the disparity in treatment between non-regular and regular employees will narrow. Given the reality that non-regular employees are becoming more like core employees, it is necessary to consider a way to improve this situation to achieve the balanced treatment of regular and non-regular employees. When considering balanced treatment, it is necessary to examine two aspects: a personnel management system that determines treatment and the treatment level that is determined based on that system. Based on this perspective, a survey was conducted in 2002 (Heisei 14) to (1) clarify the status of the institutional balance between regular and non-regular employees in all areas of personnel management, and the resulting balance in compensation, and (2) clarify how balanced treatment derived from "equilibrium” within the system and regarding compensation affects management performance. In 2002, a survey of retailers, wholesalers, service industries, etc., was conducted to clarify the relationships between the characteristics of "system equilibrium" and "compensation equilibrium" in personnel management, as well as the structure of this equilibrium and management performance. Based on the results, in the 2003 (Heisei 15) survey, (1) the research target was expanded to all industries, the above two research objectives were clarified again, and (2) two new objectives were added to clarify these characteristics, as the impact of balanced treatment on management performance differs depending on the type of non-regular employee and the industry type. The 2002 (Heisei 14) survey and the 2003 (Heisei 15) survey contained almost the same question items. The 2003 survey targeted industries other than those targeted by the 2002 survey, and data for all industries from both years were summarized and analyzed. The data set recorded herein consists of the data from the 2002 survey and the data from the 2003 survey, as well as the data for all industries, including the 2002 and 2003 surveys. |
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| Data Type | quantitative research: micro data | ||||||||||||
| Universe |
[2002 survey] Companies with 101 or more employees in the wholesale, retail, restaurant, and service industries among the companies recorded in the Teikoku Databank corporate database. [2003 survey] Companies recorded in the Teikoku Databank corporate database with 101 or more employees in all industries (excluding agriculture, forestry, fisheries, public affairs, and postal services) other than those companies surveyed in the 2002 survey. |
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| Unit of Observation | Organization | ||||||||||||
| Sample Size |
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| Date of Collection |
2002-10 ~ 2003-10
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| Time Period |
2002 ~ 2003 |
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| Spatial Unit | Japan Japan | ||||||||||||
| Sampling Procedure |
[2002 survey] Random sampling of 5,000 companies from among the companies listed in the Teikoku Databank company database (including 709 wholesalers, 2,458 retailers, 484 restaurants, and 1,349 service companies). The method targeted a certain number of companies with up to 101 employees in order of greatest number of employees to smallest for each industry. Further, regarding the service industry, sub-category industries with few part-time workers were excluded. [2003 survey] Random sampling of 5,000 companies from among the companies listed in the Teikoku Databank company database (including 1,204 companies in construction industry, 2,529 companies in manufacturing industry, 3 companies in electricity/gas/heat supply/water services industry, 618 companies in transportation/telecommunications industry, 239 companies in finance/insurance industry, and 407 companies in real estate industry). The survey method was the same as in the 2002 survey. |
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| Mode of Data Collection | Survey forms were mailed to the HR supervisors of the target companies, and then returned by mail directly. | ||||||||||||
| Investigator | Japan Institute of Workers' Evolution | ||||||||||||
| DOI | 10.34500/SSJDA.0415 | ||||||||||||
| Sponsors (Funds) | Ministry of Health, Labour and Welfare | ||||||||||||
| 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 | [Questionnaire] | ||||||||||||
| Major Survey Items |
The question items for the 2002 survey and the 2003 survey were almost identical, but there were some items that were included in the 2002 survey but not in the 2003 survey (marked with an *). (1) Company overview Industry, number of offices*, office characteristics of office locations/expansion*, performance compared to competitors, number of regular employees/non-regular employees 5 years ago with 2001 as 100, number of employees, percentage of non-regular employees working "30 hours or more per week," percentage of "workers with an annual income of 1.03 million yen or less”* and "people with 5 years or more of service." (2) Management strategy and personnel strategy Future management strategy*, future personnel strategy, future personnel composition* (3) Characteristics of non-regular employees Largest non-regular employee type (hereinafter referred to as "Non-Regular Employees A"), percentage of Non-Regular Employees A who have tenures of the same or longer length than regular employees, percentage of Non-Regular Employees A who have the same work content as regular employees. (4) Personnel system for regular employees and Non-Regular Employees A Introduction/grade of employee rating system for regular employees, rating system/grade standard for Non-Regular Employees A, grouping personnel management of Non-Regular Employees A, number/criteria for grouping (5) Personnel management of Non-Regular Employees A Presence/absence of reassignment/transfer, conversion system to regular employees, people who have converted to regular employees in the past year, whether or not there was promotion to sub-section head (kakaricho)/chief or higher, highest promotion level, personnel evaluation/evaluation items/utilization of performance evaluations for Non-Regular Employees A, goal management and reporting system, education and training (6) Compensation system for regular employees and Non-Regular Employees A Composition of basic salary for Non-Regular Employees A, factors for determining basic salary, wage payment method for Non-Regular Employees A, payment of various allowances, bonus determination method for Non-Regular Employees A, last year's bonus/lump sum, recuperation/recreation facility use, etc., by Non-Regular Employees A, method of determining the retirement allowance and bonus for Non-Regular Employees A (7) Communication with Non-Regular Employees A Understanding the opinions of Non-Regular Employees A, existence of a labor union, status of labor union membership among Non-Regular Employees A, existence of a place to discuss working conditions among Non-Regular Employees A, existence of a labor-management council*and participation of Non-Regular Employees A, etc.*, whether or not there are employee groups such as worker association and social gatherings and participation of Non-Regular Employees A* (8) Salary levels of regular employees and Non-Regular Employees A Presence/absence of Non-Regular Employees A at the equivalent of section head (kacho) wage level/ratio/comparison with regular employees’ wages*, presence/absence of Non-Regular Employees A at the sub-section head (kakaricho) and chief wage level/ratio/comparison with regular employees’ wages, presence/absence of Non-Regular Employees A at the core staff wage level/ratio/comparison with regular employees’ wages |
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| Date of Release | 2006/04/05 | ||||||||||||
| Topics in CESSDA |
Click here for details LABOUR AND EMPLOYMENT Business/industrial management and organisation |
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| Topics in SSJDA | Economy/Industry/Management Employment/Labor | ||||||||||||
| Version | 1 ： 2006-04-05 | ||||||||||||
| Notes for Users | Variable and value labels are written in Japanese. |