The purpose of this study is investigate the managersʼ career perspective on their subordinates who use the short working hour system for child care, the relationship of the managersʼ career perspective and the managersʼ behavior to their subordinates who use the short working hour system, and the relationship of the managersʼ career perspective and the HRM policy of organization that managers have worked. In this study, career perspective is defined as oneʼs perception about likelihood that theemployees fall into career stagnation thatcomes as a consequence of the use of the shorthours system for childcare, and possibility that the users of the short-hours system for childcare can recover theirs career stagnation when the worker started as full-time worker again. Subjects of this research was 559 managers who have subordinates, they worked as shorthours workers, because of child care. The results showed that 76.2% managers recognize the use of short-hours system had a negative effect on usersʼ career, career stagnation, and 42.2% managers recognized subordinate, who used the short-hours system, couldnʼt catch up on the negative effect even after they started to work as full-time workers again. Managersʼ career perspective related their behavior to subordinate who use the shorthours system. The managers, who recognized that the use of the short-hours system led career stagnation but the users could make up for the delay of career after the users started to work as full-time workers again, didnʼt decrease the short-hours workersʼ amount of work so much, and didnʼt reduce the difficulty of the short-hours workers so much. And they frequently encouraged users to improve the usersʼ ability. Additionally, they supported theuser to keep positive work-life balance, andsupported to improve the relationship withmember including the users. HRM policy of managersʼ companies who recognized that the use of the short-hours system led career stagnation but the users could make up for the delay of career after the users start to work as full-time workers again, placed more emphasis on good communication between manager and member. And it was recognized that those companies had HRM policy that emphasis on use employeesʼ potential as human resources regardless of gender.