日本企業における正規社員の人事管理と職場のモラール : 正規・非正規の境界設計のモデレート効果
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概要
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Japanese firms have changed not only human resource management (HRM) for standard employees but also for non-standard employees in the past twenty years. However, previous studies tended to focus on HRM practices for standard employees without considering the change in HRM for non-standard employees when they investigated the effect of HRM practices for standard employees on their morale. We examine how the boundary of employment (one between standard and non-standard employees) in the firm moderates the effect of HRM practices for standard employees on their morale. The boundary of employment in the firm consists of (1) the job similarity between standard and non-standard employees and (2) the possibility of non-standard employees being hired as standard employees. Based on the equity theory, we develop two hypotheses about the moderate effects of the boundary of employment in the firm on the relationship between HRM practices for standard employees and their morale. Our first hypothesis is that the positive effect of long-term employment and hiring new graduates is larger at higher levels of job similarity between standard and non-standard employees than at lower levels of job similarity. Secondly, we hypothesize that the positive effect of performance-based evaluation and promotion is smaller when the possibility of being hired as standard employees for non-standard employees is higher. The results of OLS analysis by using two data sets of surveys support our hypotheses and suggest that the effects of HRM practices for standard employees on their morale are contingent on the boundary of employment in the firm. Research and practical implications of our study are discussed.
- 2012-12-28