This study was conducted to examine the effect of communication over non-core employees' gaining social power in the following points: (1) to examine the factor that determine how they differ in adoptation of coping strategies toward unbalanced distribution of social power; (2) to describe how the communication styles differ between subgroups of non-core employees; (3) to investigate the factor which generates such subgroups of non-core employees. Two interview surveys, one questionnaire survey, and two re-analyzing survey of existing data were conducted. The results were as follows: (1) the acceptation or rejection of their lower position in organization separates non-core female employees (Ippan-shoku) into two subgroups according to their coping strategies toward unfair distribution of social power, which subgroups are labeled as "universal behavior" group and "idiosyncratic behavior" group; (2) the differentiation of communication styles between the two subgroups can be explained with the aid of social identity theory; (3) the wage gap between core and non-core employees becomes clearer as non-core employees' tenure extends as a whole. The point that divides non-core employees into two subgroups is whether they regard such disparity as their personal problem or as their common problem.

特集コミュニケーション課程の諸相
論文