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Akihiko Tokaji

    Department of Social Psychology　Professor
    Institute of Social Sciences　Researcher
    Institute of Human Sciences　Researcher
    Course of Social Psychology　Professor
Last Updated :2024/04/23

Researcher Information

Degree

  • Master of Literature（Doshisha University）

Research funding number

  • 60264917

J-Global ID

Research Interests

  • resilience   experiences accompanied by "kandoh (the state of being emotionally moved)"   motivation   emotion   

Research Areas

  • Humanities & social sciences / Experimental psychology
  • Humanities & social sciences / Social psychology
  • Humanities & social sciences / Cognitive sciences

Academic & Professional Experience

  • 2010/04 - Today  Toyo UniversityFaculty of Sociology, Department of Social Psychology教授
  • 2007/04 - 2010/03  Hiroshima University社会科学研究科マネジメント専攻教授
  • 2000/04 - 2007/03  Hiroshima University社会科学研究科マネジメント専攻助教授
  • 1994/04 - 2000/03  Prefectural University of Hiroshima経営学部経営情報学科専任講師
  • 1994 - 2000  Hiroshima Prefectural University, Lecturer
  • 2000  - Hiroshima University, Associate Professor
  • 1991/04 - 1994/03  Doshisha UniversityFaculty of Letters嘱託講師
  • 1991 - 1994  Doshisha University, Part-time Instructor

Education

  •        -   Doshisha University  Faculty of Letters  心理学専攻
  •        -   Doshisha University  文学研究科  心理学専攻
  •        -   Doshisha University  Faculty of Literature
  •        -   Doshisha University  Graduate School, Division of Letters

Published Papers

Books etc

  • 企業経営とビジネスエシックス
    法律文化社 2004
  • よくわかる学びの技法
    ミネルヴァ書房 2003
  • 心の科学
    北大路書房 2003
  • 青年心理学事典（久世敏雄・斉藤耕二 監修）
    福村出版 2000
  • 発達の技法(シリーズ・心理学の技法)(共著)
    福村出版 2000
  • 性格心理学ハンドブック(共著)
    福村出版 1998
  • Handbook of Personality
    1998
  • 学習・発達心理学序説（藤村邦博・大久保純一郎編著）
    小林出版（第2部 第2章:情緒・動機づけの発達） 1995
  • PMSの研究 〜月経・こころ・からだ〜(共著)
    文光堂 1995

Conference Activities & Talks

Works

  • “感動喚起のメカニズム”分析に関する研究
    2004

MISC

Research Grants & Projects

  • Japan Society for the Promotion of Science：Grants-in-Aid for Scientific Research
    Date (from‐to) : 2013 -2015 
    Author : TOKAJI Akihiko
     
    This study was focused on the problem that when young workers are confronted with work-related difficulties, some are motivated to cope with and overcome them, whereas others lose their motivation. These differences may relate to degree of resilience. This study aimed to find a way of intervention to enhance one’s resilience in the workplace. It is showed in results that it is important for young worker to form intimate interpersonal relationships in workplace, to make a future perspective at work rise, and to commit oneself for one’s work to have a sense of responsibility. And it is suggested that it is necessary to consider possible ways of enhancing resilience in workplace are different, as there are specific features in job category, sex, and employment types.
  • Ministry of Education, Culture, Sports, Science and Technology：Grants-in-Aid for Scientific Research(基盤研究(C))
    Date (from‐to) : 2010 -2012 
    Author : Akihiko TOKAJI
     
    This study was focused on the matter that young people resigned from their jobs. As it is thought that one of the causes of that matter may not be enhanced their motivation to work, it is examined for methods evoked kandoh (the state of being emotionally moved) on experiences in workplace enhanced motivation effectively. As the results of some researches, it was found that after many people often experienced kandoh through good human relations, achievement, evaluation, and awareness of their responsibility or role in workplace, and these events leaded to enhancement of their motivation. Especially, it is suggested that it is important that there is relationship based on respect or reliance in their human relations in workplace..
  • 文部科学省：科学研究費補助金(萌芽研究, 挑戦的萌芽研究)
    Date (from‐to) : 2008 -2009 
    Author : 戸梶 亜紀彦
     
    本年度は、昨年度に実施した「職場での動機づけを高めた体験」に関する調査結果と一般的な職業発達のプロセスとを勘案し、動機づけを高める体験のプロセスモデルを考案した。モデルでは、入社間もない不慣れな時期には「ソーシャル・サポート」が有効であり、仕事を覚える時期には「職務上での達成」「パフォーマンスへの評価」が動機づけを高め、自律的に仕事をこなせる時期では「職務の役割理解」「職務の自覚」が動機づけを向上させることが想定された。これらの体験がどの程度動機づけを向上させる効果を持つのかについて、各体験に3つずつの具体的な状況を設定し、正社員および派遣・契約社員で就業3年以内200名、4年以上200名、アルバイト・パート200名についてネット調査を実施した。その結果、15体験のうち9験において動機づけを高める傾向が認められた。また、類似体験のある者とない者では、15体験中14体験で類似体験のある者の方が有意に動機づけを高めるとしていた。しかし、この調査では体験内容を感動体験とせず一般化したため、動機づけ向上効果があまり強くなかった。これらをより感動的な体験とするために必要な要素を見出すため、自由記述による回答について分析を試みた。その結果、全体的に共通する事項、雇用形態での違い、勤務年数での違いなどが示された。例えば、上司や先輩から何を認められたときに動機づけが高まるかでは、概して「仕事ぶり・働きぶり」が全体的に多く、アルバイト・パートでは職務内容の性質のためか「仕事の素早さ・丁寧さ・確実さ」が、社員では「仕事・課題の達成」が、就職3年以内では「認められた(褒められた・感謝された)」がそれぞれ多かった。以上のような結果から、動機づけを高める体験内容については、対象者の属性や職務内容を考慮し、より感動的なものとする事項を加味することの重要性が示唆ざれた。
  • Ministry of Education, Culture, Sports, Science and Technology：Grants-in-Aid for Scientific Research(基盤研究(C))
    Date (from‐to) : 2004 -2005 
    Author : Kaoru SAKANASHIN; Reiko ISHINO; Fumiaki YASUKAWA; Akihiko TOKAZI
     
    Research Objective : Medical facility management operates within an increasingly harsh business environment as it tries to maintain and expand high quality medical service for community residents. Our objective is to ascertain and analyze the ways in which managers determine business strategy and make decisions as they manage their institutions. With this information, will develop the "business strategy and decision-making procedures model for hospital facility managers"Results : When organizational decisions are made in hospitals, top-level committees examine the issues and the hospital director usually gives the final approval. As such, most hospitals use the same decision-making process as ordinary companies. Our examination of actual hospital decision making shows that it is multifaceted, with top priority being given to stable management and provision of full medical services to patients. But, closer examination shows varying patterns that conform to policies encouraging medical reform, and so forth. However, there were differences among facilities with different numbers and classification of sickbeds, and financial strength with very costly matters and investment requiring matters were concerned. In general, intra-hospital organizational conflict seemed to occur due to the impact of unavoidable restrictions on institutions and the characteristic autonomy of specialists. There was little conflict in management. The proponents are mainly the hospital directors, and final decisions are made at central meetings such as management meetings and board meetings, and are top-down in style. Because decisions are made from top to bottom, the challenge was to infiltrate those decisions to all the staff at the institution. Organizational decision making in hospitals was clarified in this study as follows : 1.Strategic decisions about hospital management are influenced by the external environment. 2.Hospital size, financial strength, and the qualifications of top management (judgment, decision, leadership, and negotiating skills) all have an influence. 3.The external environment includes a)the socioeconomic impact of government and bureaucratic medical reforms, revised medical fees, and so forth, b)regional characteristics and competing hospitals, and, c) demographic movements and trends and new ideas among patients (consumers), potential consumers, and so forth in applicable regions. 4.As far as the influence of the socioeconomic impact of policy reform are concerned, the ability of top management to quickly perceive and respond to change and a hospital's organizational size, sickbed classification, financial strength, and so forth all have an influence. 5.In case of regional characteristics and competing hospitals, it is important applicable hospitals must know and differentiate their selling points and strengths. 6.When there are demographic movements and trends and new ideas among patients (consumers) and potential consumers in applicable regions, it is important for hospitals to pursue enhanced patient services and improve management relations. 7.The process of organizational decision making in hospitals is the same as the process used in ordinary companies, but the top manager's disposition has a greater force, and the challenge to infiltrate decisions to all the staff in the institution that have the characteristics of a specialist group. 8.The evaluation of the decision making was largely based on patient satisfaction.
  • 感動喚起のメカニズム
    Date (from‐to) : 1996
  • Mechanisms for evoking emotional responses of "Kandoh (the state of being emotionally moved)"
    Date (from‐to) : 1996
  • 情動と認知に関する研究
  • Study on Emotion and Cognition

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