Present Situation of Employment of Foreign Educated Workers Employed In Japanese Companies and Their Consciousness.

这项调查澄清了受过教育的亚洲工人与受过教育的欧洲和美国工人在就业形式上的巨大差异。前者通常被聘为全职员工，而后者在大多数情况下被聘为合同工或兼职员工。一个有趣的发现是关于员工对自己职业的看法。尽管人们普遍认为，欧洲和美国的员工通常会通过换工作来提升自己的职业生涯，他们会犹豫是否留在一家公司，但调查发现，他们对跳槽持消极态度。他们不太想换工作，但也不打算长期留在公司，这一事实表明，对受过教育的欧美工人来说，在日本工作并不是那么有吸引力。特别值得注意的是，即使是全职员工也不一定打算在公司呆很长时间。在他们的职业规划中，最重要的条件之一是晋升的机会。根据职业规划类型对晋升机会和可能性的满意程度进行分析的结果显示，“在满足一定条件的情况下，希望在公司待得越久越好”的应答者满意度最高。对于人事管理者来说，随着日本经济的全球化，越来越多的受过良好教育的外国工人的使用和管理问题将变得越来越重要。然而，这些工人中的许多人只会在日本和他们的祖国之间的商业中发挥作用并展示他们的才能。虽然那些来自英语国家的人可能能够覆盖更广泛的区域，但他们仍然是区域专家。在这方面，有必要认识到，虽然他们的语言能力和作为外国人的认知目前是公司的重要资产，但他们不是全球适用的人才。在这方面，有必要建立教育体系和能力开发项目，帮助他们从两国专家成长为真正的全球专家。少

This survey has clarified the large differences in the form of employment of educated Asian workers from that of educated European and American workers. While the former are commonly employed as full-time workers, the letter are in most cases hired as contract or part-time workers.An interesting finding was made on the topic of the employees' perception of their career. While the general assumption is that European and American workers commonly move from job to job to advance their careers and that they hesitate to stay at one company, the survey found that they are on the contrary passive about job-hopping. The fact that they have little desire to change jobs but do not plan to stay with the company for a long period of time indicates that working in Japan is not so attractive for educated European and American workers. It is particularly worth noting that even full-time employees do not necessarily plan to stay with the company for a long period of time.In their career plans, one of … More the most influential conditions is the opportunity for promotion. Analyzing the satisfaction level with the opportunity and possibility for promotion by type of career plan, highest satisfaction level was expressed by the group who claimed, "Would like to stay with the company for as long as possible, given that certain condition are met."For personnel managers, the issues of utilizing and administering educated foreign workers --who are increasing in number due to Japanese economy's globalization-- will become increasingly important. Many of these workers, however, will only be useful and can exhibit their talents in business between Japan and their home country. While those from English-speaking countries may be able to cover a broader regional area, they will nevertheless remain regional specialists. In this respect, it is necessary to recongnize that, while their linguistic capability and perceptions as foreigners are for now important assets for a company, they are not globally applicable talents. In this regard, it is necessary to create education systems and aptitude development programs that will help them to grow from binational specialists to truly global specialists. Less