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| The Grandma is taking the bullet train |
Today, The Jones are visiting the Kyoto International Manga Museum. They have taken the bullet train, Shinkansen (600 km/h), to travel from Tokyo to Kyoto in two hours and forty minutes.
The Grandma has taken profit of this trip to read something about work environment and labour insertion in Japan...
Many both in and outside Japan share an image of the Japanese work environment that is based on a simultaneous recruiting of new graduates and lifetime-employment model used by large companies as well as a reputation of long work-hours and strong devotion to one's company.
This environment is said to reflect economic conditions beginning in the 1920s, when major corporations competing in the international marketplace began to accrue the same prestige that had traditionally been ascribed to the daimyō–retainer relationship of feudal Japan or government service in the Meiji Restoration.
At the very top, the most prestigious companies would recruit and retain the best workers by offering better benefits and truly lifetime job security.
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| Japanese executives |
By the 1960s, employment at a large prestigious company had become the goal of children of the new middle class, the pursuit of which required mobilization of family resources and great individual perseverance in order to achieve success in the fiercely competitive education system.
Employees are expected to work hard and demonstrate loyalty to the firm, in exchange for some degree of job security and benefits, such as housing subsidies, good insurance, the use of recreation facilities, and bonuses and pensions. Wages begin low, but seniority is rewarded, with promotions based on a combination of seniority and ability.
Leadership is not based on assertiveness or quick decision making but on the ability to create consensus, taking into account the needs of subordinates.
Surveys indicate continued preference for bosses who are demanding but show concern for workers' private lives over less-demanding bosses interested only in performance on the job.
Surveys indicate continued preference for bosses who are demanding but show concern for workers' private lives over less-demanding bosses interested only in performance on the job.
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| Executive & Firewoman |
Pride in one's work is expressed through competition with other parallel sections in the company and between one's company and other companies in similar lines of business. Thus, individuals are motivated to maintain harmony and participate in group activities, not only on the job but also in after-hours socializing.
The image of group loyalty, however, may be more a matter of ideology than practice, especially for people who do not make it to the top.
Working conditions vary from firm to firm. On average, employees worked a forty-six-hour week in 1987; employees of most large corporations worked a modified five-day week with two Saturdays a month, while those in most small firms worked as much as six days each week.
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| Street sweepers |
In the face of mounting international criticism of excessive working hours in Japan, in January 1989 public agencies began closing two Saturdays a month.
Labor unions made reduced working hours an important part of their demands, and many larger firms responded in a positive manner.
Japanese working hours have been gradually decreasing. In 1986 the average employee worked 2,097 hours in Japan, compared with 1,828 hours in the United States and 1,702 in France. By 1995 the average annual hours in Japan had decreased to 1,884 hours and by 2009 to 1,714 hours. The average Japanese worker is entitled to fifteen days of paid holidays per year but usually takes only seven days.
More information: Citizens Information
In recent years, dispatch haken contracts have been gradually becoming more popular among major companies. Coupled with the decreasing size of the Japanese workforce, the average hours worked in a week has been on the rise at many medium to large sized companies.
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| Officer |
In Tokyo, it is common for many employees to work twelve or more hours a day in certain industries, despite contracts claiming an 8-hour work day. At many companies, there is a written-in overtime allowance per month in the contract. Often the first 20–40 hours of overtime are service overtime and therefore unpaid.
Japanese employment protection is unique and dynamic compared to other nations. Loyalty to one's company is paramount in the Japanese culture.
Many Japanese firms only promote from within, as a result individuals may stay with the same company for their entire life.
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| Pilot |
Disappointing coworkers, calling in sick, and having a poor attitude are unacceptable.
Firms in Japan do everything in their power to ensure employment security and prevent laying off employees.
Firms' attempts at prevention may include negotiating better deals with suppliers, requesting government subsidies, and eliminating overtime.
Firms' attempts at prevention may include negotiating better deals with suppliers, requesting government subsidies, and eliminating overtime.
The relationship between employer and employee promotes employment security, work ethic, and willingness to work long hours.
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| Bricklayers |
The Japanese government is pushing through a bill that would make it compulsory for employees to take a minimum of five days leave, and to ensure that high-income employees in certain sectors such as finance be paid according to performance rather than hours worked.
After reading this interesting post, The Grandma has convinced that Europe has a lot of to learn from Japan. Never is too late if you're really interested in improving people's lives.
More information: CVMRK
Developing skills is as important as training.
A larger effort is needed to create a skilled workforce
with employment potential.
Pallam Raju
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