Social Consequences of Diversified Employment: From a Perspective of Work and Society

Tsukamoto, Narumi

doi:10.1057/palgrave.abm.9200219

Cited by 4 publications

(6 citation statements)

References 4 publications

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“…In addition, a larger portion of older workers in Japan are employed in part-time jobs or temporary work than in the U.S. This evidence suggests that part-time and temporary employment opportunities are more available for older workers in Japan than in the U.S (Tsukamoto 2007).…”

Section: Japanese Older Workers' Labor Force Participation Ratesmentioning

confidence: 83%

“…Furthermore, far from being homogenous, older workers in the U.S. are a very diverse in many ways including economic status (Rix 2004). Given the economic vulnerability of a substantial fraction of older U.S. workers, there is a risk that even minor changes in existing policies may lead to any number of unintended adverse consequences for current and future older citizens (Tsukamoto 2007). This article therefore suggests that U.S. policymakers and employers include provisions for constant monitoring of the effects of any changes made with particular attention to the potential unintended adverse consequences for the economically most vulnerable sectors of the older population.…”

Section: Introductionmentioning

confidence: 99%

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Why Japanese Workers Remain in the Labor Force So Long: Lessons for the United States?

Higo

2009

J Cross Cult Gerontol

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As part of the search for ways to increase labor force participation rates among older workers in the United States, it makes sense to take a close look at evidence from Japan, one of the few industrial countries with a substantially higher labor force participation rate among older workers, particularly men, than the United States. Based mainly on prior studies and original interview data, we first discuss five potential factors which help explain why Japanese workers remain in the labor force as long as they do: (1) perceived economic necessity; (2) the large fraction of workers who are self-employed; (3) a culture that puts a high value on remaining in the labor force throughout the life course; (4) the long healthy life expectancy; and (5) the government's role in facilitating the labor force participation of older workers. We suggest that the Japanese national cultural value on remaining economically productive well into old age clearly underlies the development of the government's legislative initiatives aiming to extend the working lives of older workers. We then outline three policy suggestions for those seeking to increase labor force participation rates among older U.S. workers: (1) increase the financial incentive to workers who remain in the labor force; (2) improve public programs designed to foster efforts by older workers to become self-employed; and (3) increase the extent of government efforts to link older workers to prospective employers.

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Section: Japanese Older Workers' Labor Force Participation Ratesmentioning

confidence: 83%

Section: Introductionmentioning

confidence: 99%

Why Japanese Workers Remain in the Labor Force So Long: Lessons for the United States?

Higo

2009

J Cross Cult Gerontol

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“…72 Statistics for only the GDP (nominal) were used as it measures the value of a country's GDP by taking into account official international exchange rates -a real measurement of economic growth. 83 Statistics for only the GDP per capita (nominal) were used as it measures the value of the average contribution of one citizen, of a certain country, to the overall GDP (nominal) of a country. This measurement also takes into consideration official international exchange rates -a real measurement of productivity.…”

Section: Economic Environment Of South Africa and The Economic Factormentioning

confidence: 99%

“…In turn, their behavior is strongly influenced by their personal primary values and their personal ethical standards. This assumption is supported by previous research studies where it is mentioned that the managerial conduct of management serves an indication of how much managers appreciate the influence of ethics on their managerial tasks (Beer, 2010); relates to the manner in which management discharges their applicable responsibilities (Hoque, 2006); is about how management performs their respective responsibilities to satisfy the expectations of relevant organizational stakeholders (Tomasic et al, 2002); and pertains to the behavior of management in relation to circumstances in and/or around an organization (Tsukamoto, 2007).…”

Section: Managerial Conduct Of Management In Smmesmentioning

confidence: 99%

A literature review of the sustainability, the managerial conduct of management and the internal control systems evident in South African small, medium and micro enterprises

Bruwer¹,

Coetzee²

2016

Problems and Perspectives in Management

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The purpose of this research study is to theoretically investigate the sustainability, the managerial conduct of management and the internal control systems evident in South African small, medium and micro enterprises (SMMEs). To achieve the aforementioned, a literature review was conducted through analyzing relevant secondary data from journal articles, theses, dissertations, books, and reports. According to popular literature, the overall sustainability of any organization is strongly influenced by its internal control systems. Taking into account the weak sustainability of South African SMMEs, it appears that the soundness of the internal control systems of these business entities is adversely influenced by the managerial conduct of its management. This is particularly the case, since the managerial conduct of management in South Africa is often described as flexible; the managerial conduct of management makes up a substantial part of the control environment which, in turn, is deemed as the foundation of any system of internal control. In quintessence, the literature reviewed shows that the sustainability of South African SMMEs is adversely influenced by a flexible managerial conduct of management which directly (and negatively) impacts on the soundness of their internal control systems; their abilities to attain relevant objectives in the foreseeable future

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“…Managerial conduct (including managerial philosophy and operating style) will always be directly influenced by the personal beliefs and/or personal preferences of management (Aicher, Paule-Koba & Newland 2016;Davis 2009;Moeller 2009) -rendering it a subjective phenomenon. This observation is placed in perspective by previous research studies where the concept of managerial conduct are described as an indication of management's appreciation of the influence of ethics on the execution of respective responsibilities (Beer 2010), the manner in which management executes their relevant responsibilities (Hoque 2006), the manner in which management performs their relevant responsibilities to achieve relevant organisational objectives (Tomasic, Bottomley & McQueen 2002), and the behaviour of management in relation to circumstances in and around an organisation (Tsukamoto 2007), and can be measured in terms of their communication skills, management practices, industry-specific knowledge, personal governance (i.e. their promotion of accountability, responsibility, ethics, sound values and transparency) and their ability to solve problems (Gill 2008;Müller et al 2016).…”

Section: Managerial Conduct As Part Of the Control Environmentmentioning

confidence: 99%

The empirical relationship between the managerial conduct and internal control activities in South African small, medium and micro enterprises

Bruwer

Coetzee

Meiring

2017

SAJEMS

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Background: Although South African small, medium and micro enterprises (SMMEs) play an imperative role in the stimulation of the national economy, previous research studies show that these business entities have severe sustainability problems as approximately 75% of them fail after being in operation for only 3 years. The latter dispensation is pinned on the belief that South African SMMEs make use of inadequate and ineffective internal control systems.Aim: Since a system of internal control comprises five inter-related elements, while also taking into consideration that management is ultimately responsible for the internal control in their respective business entities, which is greatly influenced by their managerial conduct, this research study placed focus on determining the relationship which exist between the managerial conduct and the internal control activities evident in South African SMMEs.Setting: This study was conducted in the Cape Metropole, South Africa by obtaining responses from 240 stakeholders of SMMEs: 120 members of management and 120 employees.Methods: In order to achieve the latter, quantitative data were collected through a questionnaire and analysed accordingly through both descriptive statistics and inferential statistics.Results: From the results, a very weak negative statistically significant relationship was identified between the managerial conduct and the internal control activities evident in South African SMMEs.Conclusion: Essentially, management and employees should revisit the internal control activities evident in their respective SMMEs through placing emphasis on those internal control activities which can be built on their control environment.

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Social Consequences of Diversified Employment: From a Perspective of Work and Society

Cited by 4 publications

References 4 publications

Why Japanese Workers Remain in the Labor Force So Long: Lessons for the United States?

Why Japanese Workers Remain in the Labor Force So Long: Lessons for the United States?

A literature review of the sustainability, the managerial conduct of management and the internal control systems evident in South African small, medium and micro enterprises

The empirical relationship between the managerial conduct and internal control activities in South African small, medium and micro enterprises

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