| Acknowledgements | 第5-6页 |
| Abstract | 第6页 |
| 1 Introduction | 第11-15页 |
| 1.1 Research Background | 第11-12页 |
| 1.2 The Research Question, Concept Definitions, and the Variables | 第12-13页 |
| 1.3 The Significance and the Originality of the Research | 第13-14页 |
| 1.4 The Structure of the Thesis | 第14-15页 |
| 2 Literature Review | 第15-38页 |
| 2.1 Theory and Policies on the Job Motivation of the Civil Servants | 第15-16页 |
| 2.2 An Issue of Talent Acquisition of the Japanese National Civil Servants | 第16-18页 |
| 2.3 Payment of Japanese National Civil Servants | 第18-30页 |
| 2.3.1 Fallacy of the Application Process of Equilibrium in the Payment of Civil Servants | 第18-19页 |
| 2.3.2 The Process of Determining the Level of Incomes of Civil Servants: Balance with Private Salary | 第19-20页 |
| 2.3.3 Equilibrium Chain within the Public Service: Equilibrium Chain to Equivalent Job | 第20-21页 |
| 2.3.4 Verification of Errors in the Application Process of Equilibrium | 第21-27页 |
| 2.3.5 Future Direction of the Income of the Civil Servants | 第27-30页 |
| 2.4 Promotion Management of Japanese National Civil Servants | 第30-38页 |
| 2.4.1 The Case of the Career Bureaucrats | 第30页 |
| 2.4.2 The Case of "Non-Career" Officers | 第30-31页 |
| 2.4.3 Promotion Systems of the Two Types of the Japanese National Civil Servants | 第31-33页 |
| 2.4.4 The Deviation between the Purpose of the Institution and the Real Situation of Operation | 第33-34页 |
| 2.4.5 Characteristics of the Promotion Systems | 第34-36页 |
| 2.4.6 Performing Duties and Promotion System | 第36-38页 |
| 3 Theoretical Framework: Expectancy Theory | 第38-40页 |
| 4 Research Methods | 第40-42页 |
| 4.1 Case Study | 第40页 |
| 4.2 Empirical Analysis of Survey | 第40-42页 |
| 4.2.1 Questionnaire Design | 第40-41页 |
| 4.2.2 Sampling Method | 第41-42页 |
| 5 Cases of Utilizing Performance Based Personnel Management System | 第42-58页 |
| 5.1 Cases of Performance Based Personnel Management Systems in Japan | 第42-50页 |
| 5.1.1 Management by Objectives | 第42-46页 |
| 5.1.2 360 Degree Evaluation | 第46-50页 |
| 5.2 A Case of a Country Utilizing Performance Based Personnel Management System:Singaporean Bureaucrats' Evaluation and Salary System | 第50-58页 |
| 5.2.1 A Flexible Salary System | 第50-51页 |
| 5.2.2 Benchmarking System with the Private Sector's Salary | 第51-54页 |
| 5.2.3 Payroll System Revision | 第54-55页 |
| 5.2.4 Analysis of the Singaporean Case and Suggestions for the Japanese Public Sector | 第55-58页 |
| 6 Empirical Analysis: Japanese National Civil Servants' Consciousness towards the Personnel Management System | 第58-69页 |
| 6.1 Job satisfaction of the Japanese National Civil Servants | 第58-60页 |
| 6.1.1 The Reasons for Choosing to Work as National Civil Servants | 第58-59页 |
| 6.1.2 Job Satisfaction | 第59-60页 |
| 6.1.3 Reasons for Job Dissatisfaction | 第60页 |
| 6.2 Opinions about Promotion of the Japanese National Civil Servants | 第60-64页 |
| 6.2.1 Opinions about Promotion | 第60-61页 |
| 6.2.2 Promotion orientation | 第61-62页 |
| 6.2.3 Impact of Differences between the Colleagues | 第62-64页 |
| 6.3 Awareness towards the Personnel Management System | 第64-67页 |
| 6.3.1 Evaluation of the Seniority Based System | 第64-65页 |
| 6.3.2 Evaluation of the Performance Based Payment System | 第65-66页 |
| 6.3.3 Evaluation of the Performance Based Promotion System | 第66-67页 |
| 6.4 Analysis | 第67-69页 |
| 7 Discussion and Conclusion | 第69-74页 |
| 7.1 Utilizing Performance Based Personnel Management System: Policy Implication | 第72-73页 |
| 7.2 Limitations and Prospects of the Research | 第73-74页 |
| Bibliography | 第74-79页 |
| Appendix | 第79-84页 |
