Hiring women managers in Japan: an alternative for foreign employers

Article Abstract:

Japanese universities now educate an increasing number of women student who are prepared for management positions. However, because of traditional societal attitudes in Japan towards women, these graduates are unable to find appropriate employment with Japanese firms. Recent changes in the Japanese law have eliminated some of the restrictions placed upon women seeking managerial employment. Since Japanese firms are unlikely to break with societal custom, the authors view this as a potential opportunity for foreign firms in Japan. Foreign firms in Japan have great difficulty in hiring male university graduates, therefore they should seriously consider hiring female graduates for managerial positions. While this strategy is not without risk, foreign firms may be in a better position to bring about social change in this areas as well as reap a greater share of the associated benefits than Japanese firms. (Reprinted by permission of the publisher.)

Social aspects, International business enterprises, Multinational corporations, Women executives, Industrial management

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Investing in retrenchment: avoiding the hidden costs

Article Abstract:

Closing businesses and laying off excess personnel has long been regarded as a managerial prerogative in the U.S. Employers have often taken advantage of the lack of government regulation to lay off employees as quickly and cheaply as possible. The experiences of Canadian and British organizations show, however, that there are hidden costs to the firm associated with this approach. The study of ten organizations which were faced with a variety of "downsizing" exercises has identified nine managerial tasks which are crucial for successful retrenchment and which can serve to protect both employee interests and organizational needs. These tasks revolve around a view of retrenchment as an investment in future viability - and it deserves the same creative analysis as any other competitive strategy. (Reprinted by permission of the publisher.)

United Kingdom, Canada, Economic aspects, Corporate reorganizations, Layoffs, Great Britain, Corporations, British, Corporations, Canadian

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Work and leisure in Japan

Article Abstract:

Recently, there has been intense debate in Japan about whether Japanese workers work too many hours for too little pay. Common Western stereotypes of Japanese workers focus on them as intrinsic workaholics or subject to gross exploitation. Both images are extremely misleading. The article examines the following questions: What are the trends in working hours reduction and how do we interpret them? Why do long working hours cause so little discontent? Why do workers not take the full vacation time to which they are legally entitled? It is questionable whether the ongoing reduction of working hours will continue because employers ultimately worry more about losing their customers than they do about losing their workers. (Reprinted by permission of the publisher.)

Beliefs, opinions and attitudes, Time management, Japanese, Japanese (Asian people), Quality of work life

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