TOKYO: The Japanese labor market is undergoing a dramatic change. The work model that helped Japan’s economy flourish in the years following World War II is ending.
At the time, the ideal employee for Japanese businesses was employed directly out of college, put in long hours, engaged in a lot of socializing after work, and dedicated themselves to a lifetime of service with the same company. The model itself is no longer viable, and the presumptions surrounding the ideal worker are outdated.
The postwar ideal called for a worker to have virtually no household duties and to be fluent in both written and spoken Japanese. Men worked in the office and women took care of the home due to this model’s underlying assumptions, which led to the complete specialisation of the sexes.
The best way to conceptualize Japanese human resource management is as a network of supplementary and reinforcing institutions, like seniority-based pay and lifetime employment. During the postwar period of rapid economic growth, these fundamental components of Japanese human resource management were institutionalized.
Businesses offered competitive pay and benefits, enabling households headed by a single-income earner to thrive. They also provided employment security to ensure that salarymen could rely on steady work. Consistent with this tacit agreement, the wage workers gave their wholehearted devotion and diligent labour.
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