出版社：Japan Institute for Labour Policy and Training
摘要：Using a recent survey of establishments on the practices of non regular em-
ployments, we examine the effectiveness of various human resource manage-
ment (HRM) policies towards non-regular employees. We focus on the gap
between the target and the actual average tenures of non-regular employees as
the benchmark to measure the effectiveness. We exploit a special characteris-
tics of the survey in which a set of questions are asked on both regular and
non-regular employments. With this feature, we conduct differ-
ence-in-difference type regressions to control for unobservable heterogeneity
of establishments. We find that the emphasis on skill developments alone is
not enough to enhance the stability of non-regular employees. Given the het-
erogeneity of non-regular employments, we find it important that the HRM
policy is fine tuned towards the needs and aspirations of respective types of
workers. For example, OJT, incentive provisions for skill improvements, and
flex-time system are found to be important in the stability of part time
(arubaito) workers. On the other hand, for contract workers, we find the posi-
tive impact of provision of a career track for administrative positions, on top of
the OJT and incentive system for skill improvements. If misguided, some of
HRM may well be counter-productive. For example, we find that a provision
of off-the-job training tends to induce quits of contract employees.
