著者

Gray Robert

出版者

早稲田大学人間科学学術院

雑誌

早稲田大学人間科学研究 (ISSN:09160396)

巻号頁・発行日

vol.17, no.1, pp.81-86, 2004

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遠藤周作の作品に明示的・暗示的に組み込まれた現代日本の精神へのユダヤ教的・キリスト教的な解釈について論じる。

著者

臼井 恒夫

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第7巻, no.第1号, pp.91-110, 1994

著者

池岡 義孝 木戸 功 志田 哲之 中 正樹

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第12巻, no.第1号, pp.75-92, 1999

著者

濱野 吉生

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第1巻, no.第1号, pp.83-97, 1988

著者

志々田 文明

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第7巻, no.第1号, pp.129-141, 1994

著者

上村 佳世子 田島 信元

出版者

早稲田大学

雑誌

早稲田大学人間科学研究 (ISSN:09160396)

巻号頁・発行日

vol.7, no.1, pp.111-118, 1994-03-25

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The purpose of this study was to provide specific illustrations of how the microethnographic approach can be applied to the study of various aspects of children's lives from different cultures. The daily life of a nine-year-old elementary school girl from Tokyo and from Boston was observed and the interaction in their home and with peers was analysed. The results demonstrate that the child learns specific rules and expectations of the group, applying them to other situations, depending on the demands of each society. The process of a child's socialization is not the simple internalization of the sociocultural rules and expectations, but the reorganization of their meaning through active interaction in various settings.

著者

中村 祐司

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第6巻, no.第1号, pp.169-176, 1993

著者

河西 宏祐

出版者

早稲田大学

雑誌

早稲田大学人間科学研究 (ISSN:09160396)

巻号頁・発行日

vol.17, no.1, pp.49-66, 2004-04-01

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Recently, as a result of economic globalization, the movement towards deregulation in all sectors has advanced quickly even in Japan. In 1996, the government announced a deregulation policy for the private railway industry, and, on 1 February 2002, the deregulation of the passenger-bus industry took effect. According to the policy, the entry of newcomers into the bus industry, the establishment of lines and the setting of fares were to be liberalized. Based on market economics, the government had, even in the railway industry, rushed into the age of free competition. The private railway industry had five to six years-from the announcement of the government's private railway deregulation policy until the policy was to come into effect-in which to prepare for the advent of this age of free competition. In order to achieve a "reduction in labor costs," the management side carried out a program of severe management rationalization. Major management rationalization took place even at "Company A," which had in 1993, before deregulation, already introduced a "transformed system of working hours" as a pretext for reduced working hours. In "Company A", a "reduction in labor costs" was later pursued, and a program of severe management rationalization was carried out. This included stand-alone profitability based on in-house spin-offs, wage reductions, wage-rise suspensions, reductions in retirement allowances, the abolition of fringe benefits, changes in the salary system (from seniority-based to ability-based wages) and so on. This research brings together several focal points in the period before deregulation (1996-2002), and through survey research empirically examines the evidence of how the management side at the company level, along with the labor unions, dealt with deregulation and, as a result, how management-labour relations changed. In addition, This research also examines the possibilities and limitations of the kind of functions displayed by the labor unions at the company level.

著者

河西 宏祐

出版者

早稲田大学

雑誌

早稲田大学人間科学研究 (ISSN:09160396)

巻号頁・発行日

vol.16, no.1, pp.11-33, 2003-03-31

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This research examines the problem of shortening labour hours, which has become a major social problem associated with economic globalisation. The research analyses the relationship between shortening labour hours, management rationalisation and work enthusiasm, using as its research subject 'Company A1 from the private railway industry. As a result of a research investigation, management is establishing and enforcing shortened labour hours through harsh management rationalisation. These shortened labour hours, based on a 'comprehensive five-day week', are being enforced by an overwhelmingly dominant management using the term 'a transformed working hours system' (a total one month of working hours). Consequently, drivers are facing long hours and overcrowded work conditions; there has been a spate of complaints; work enthusiasm has declined remarkably; and the relationship between labour and management in the workplace is in a critical state. The dissatisfaction of workers has been directed at the union executives who agreed to a labour build-up, and tension has increased between the executives and the union members. The executives are searching for a resolution to matters such as the way the schedules are formed and way the agreement is put together. As a result, they are in the process of gradually defusing the labour build-up.

著者

内田 健

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第8巻, no.第1号, pp.25-35, 1995

著者

青柳 肇 大芦 治 細田 一秋

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第4巻, no.第1号, pp.1-7, 1991

著者

志々田 文明

出版者

早稲田大学人間科学学術院

雑誌

人間科学研究 = Waseda journal of human sciences (ISSN:09160396)

巻号頁・発行日

vol.第3巻, no.第1号, pp.161-171, 1990