In recent management studies, there has been an increase in the number of studies based on clinical approaches. In clinical research, researchers help practitioners in defining their own problems and solutions to them. The style of intervention from researchers to practitioners in clinical practice is diversified, ranging from companion-dialogue to guidance-direction. The three papers in this special issue exemplify this diversity. In addition to providing an overview of this special issue, this paper presents several points that should be kept in mind when conducting clinical research practices in the field of administrative behavioral science. Specifically, (1) the specific social relations between researchers and practitioners in which scientific knowledge are embedded, (2) the practical utility of research findings as an apolia for researchers, and (3) the power (legitimacy) of scientific knowledge will be discussed.
The purpose of this paper is to clarify the background of employees' perceived fairness of reward, by focusing on their opinions concerning rewards. For this purpose, an in-depth study of one firm's case was conducted where most employees were unable to understand how their reward is determined in line with the performance-based HRM policy. It was found, however, that in this firm some employees perceived fairness in their reward distribution. They believed that the reward process is inevitably covered, speculated that the reward was determined aptly, and weren't interested in issues concerning rewards. Employees' opinion concerning rewards are formed under the influence not only of factors concerning rewards, but also of factors embedded in employees' experience of daily working lives, such as the perception of fulfillment in work and the trust for their evaluators (their supervisors).
In this paper, the effects of equitable treatment of permanent and non-permanent employees on firm performance are analyzed. Statistical analysis in this paper is based on data from 393 firms which was collected by the Japan Institute for Labour Policy and Training in 2005. The effect of the practice which gives opportunity for non-permanent employees to become permanent employees on organizational performance is enhanced by the qualitative utilization of nonpermanent employees. The effects of incentives, job enrichment, and career development of non-permanent employees on organizational performance are reduced. Furthermore, the interactions between equitable treatment and qualitative utilization of non-permanent employee are more negative for firms which have reduced only permanent employees, but not non-permanent employees.
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