<研究ノート>ホワイトカラーのキャリア形成に関する日英比較研究 : 大企業管理職を中心とした実証分析

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  • Comparative study on white-collar workers career formation in the UK and Japan : main fact findings from the web-questionnaire survey about UK white collar workers in large firm.

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The purpose of this research note is to investigate how UKʼs white-collar workers including managers form their career in organization, by comparing with previous international comparative studies, such as Storey et al. (1997) or Koike and Inoki (2002). The 1000 data-set of white-collar workers were gathered by web-questionnaire survey about white collar workers, consisting of about 400 managers being employed in UK firms (hereafter abridged as 2018 UK research). Although a large number of research about white-collarʼs career formation, including new career theory such as boundaryless career as well as traditional career model, but unfortunately little is known about comparable data on real circumstance of white-collar workers career in the UK and Japan. The information collected in our research on white-collar workers seems to be of use in comparing with previous research, because 2018 UK research are designed to compare with previous research by making same question as the previous research. According to previous studies such as Koike and Inoki (2002), we should examine following hypotheses. 1 While many UK managers would tend to change job frequently, Japanese managers donʼt tend to change job frequently. 2 One of conditions that enable to change job would seem to be strong occupational relevance of school education in the UK, but it would not seem strong in Japan. In addition to this condition, it seems that managerʼs job would be required official or social qualification because these qualifications will enhance portability of managerʼs job. 3 Managerʼs career formation can be approached from the view point of horizontal breadth of organizational career. Previous research show that UK managers breadth of career in organization would be narrower than that of Japanese managers. 4 Managerʼs career formation can also be approached from the view point of vertical promotion of organizational career. Previous research show that speed of UK managers of vertical promotion would be faster than that of Japanese managers.

Result of our examination based on the data of 2018 UK research and international comparison between UK and Japan are as follows. 1 The ratio of UK managers with non-experience working for other firms differs between UK and Japan. That ratio also means who entered as new school leaver and didnʼt experienced job change (in other words, they are current firms is only firms worked for) is about 20 percent, which is much lower than about 80 percent of managers in Japan. 2 Occupational relevance of school education in the UK is stronger than that of Japan. The result of UK managers answering question about useful things in coping with current managerʼs job are educational content of advanced academic studies as well as Off-JT of firm. On the contrary, many of managers in Japan answered that many job experiences within current function, or experience in other function, or advice from their boss. 3 Official or social certification requirement of UKʼs manager job would be stronger than that of Japanese manager. While 67.4 percent of managers worked for large firms in the UK answered yes about the question whether there are any official or social qualifications that are essential or desirable to gain employment or to work in your current job, only 28.9 percent of Japanese manager answered yes. 4 It was found that horizontal breadth of UKʼs managers career in large firm are narrower than that of Japanese managers. In case of UK managers, the ratio of function specific typed manager, which means 76 percent or more of oneʼs experience in a given work function (extensive experience in a given function), are 68.3 percent, which are higher than that of Japanese managers. 5 Regarding with speed of vertical promotion, it was found that fast truck which means the route for candidate of future officer prevail much more in the UK than Japan. In addition to that, difference in promotion amongst employees hired during same year arise earlier than that of Japanese managers. UK managers promotional difference arise at 4.26 year, 7.86 years in case of Japanese managers. To sum up the major characteristics of UK managerʼs career formation, their changing job orientation is relatively higher turnover rate than Japanese managers. The fact that their changing job orientation is relatively higher than that of manager s in Japan suggests that there would be suitable evidences to new career theory like boudaryless career in labor market in the UK.

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