Prodigious growth in out-of-school, private educational activities meant to supplement formal schooling is observed worldwide. Why has shadow education expanded, and what does it mean for the future of education in postmodern society? Illustrated by the historical development and recent changes in the Japanese shadow education industry, it is suggested that shadow education follows the institutional logic of formal education. And as this logic has become more homogenized and expansive globally, so have the forms and goals of shadow education. Because of its focus on learning and achievement, which are central to formal education, it is predicted that shadow education will be increasingly incorporated into the broader culture of education.
Central to student learning and academic success, the school engagement of immigrant children also reflects their adaptation to a primary institution in their new country. Analysis of questionnaire responses of 276,165 fifteen-year-olds (50 % female) and their 10,789 school principals in 41 countries showed that school engagement has distinct, weakly-linked cognitive and emotional components. Native students had weaker attitudes toward school (cognitive engagement) but greater sense of belonging at school (emotional engagement) than immigrant students or students who spoke a foreign language at home. Students with better teacher–student relationships, teacher support or a classroom disciplinary climate often had a greater sense of belonging at school and had better attitudes toward school than other students. While immigrant students often have solid attitudes toward school, teachers can help them feel a greater sense of belonging at school.
As the economic footprint of developing countries increases, talent management grows in importance for foreign multinational companies in emerging markets. Multinational companies, however, face fierce competition for local talent, and competitive recruiting calls for practical knowledge about the personal traits of job applicants. The present study applies a cross-cultural perspective to this issue, exploring how individually held cultural values influence the attractiveness of Japanese companies in Malaysia. Drawing on similarity-attraction theory and person-organization fit theory, the study quantitatively analyses data from a paper-based survey of 245 prospective jobseekers. The findings indicate that an individual cultural value fit with the foreign company's country of origin is significant predictors of employer attractiveness. Specifically, the study finds that potential Malaysian jobseekers who are lower in power distance and higher in risk aversion and long-term orientation view Japanese companies as attractive future employers and have higher job-pursuit behavior. Based on this finding, the study discusses theoretical and practical contributions to corporate employment strategies.
This study examined the factors associated with job-pursuit intentions for Japanese companies among young, college-educated Malaysian respondents. Building on the frameworks of Japanese-style management and the organizational image theory, the study examined the perceived images of Japanese companies and their relations to the actual job-pursuit intentions among potential job seekers in Malaysia. Using two types of surveys-one based on students (prospective new graduates), and the other based on midcareer workers-we found that a positive image of Japanese companies' human resource management was attractive to both types of potential job applicants. Images related to skill training and monetary compensation were more appealing to students, whereas the image of career development was more appealing to mid-career workers. We also found that Japanese companies tend to attract members of the workforce who are talented in job-specific skills and professional knowledge in the Malaysian context.
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