イギリス、ドイツの柔軟な働き方の現状 ―短時間勤務制度の効果的運用についての日本への示唆―
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概要
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Since the revised Child Care and FamilyCare Leave Act went into effect in June 2010, Japanʼs employers have been obligated to provide measures of shortening work hours (including a six-hour day) for employees who care for children up to three years old. This in turn has led to an increase in people taking advantage of these measures during their childrearing years. Now that the use of thissystem has been well established, various issues are coming to light regarding workplace management and career development for those employees who make use of it. Keeping in mind the problems Japan is now experiencing, I examine via workplace interviews whether such issues have arisen in companies in theUK and Germany where many different working styles have been introduced, and if so, how these issues can be eliminated. Many companies in both the UK and Germany now institutionalize measures of shortening work hours as a type of flexible working style. At the same time, however, they are also moving forward with introducing other systems such as flex time and telecommuting. For this reason, even with the burden of childcare, one can utilize measures of shortening work hours where necessaryfrom among a veritable menu of flexible working styles. Shortening work hours has its disadvantages for thosewho make use of the system,especially in job experience and on the financial front, so many HR managers would prefer employees be able to work without having to cut down on their hours. Therefore,itʼs important to improve the management skills of administrators who implement these various workingstyles in the workplace. Also, workinghours in the UK and Germany are not as long as in Japan, so itʼs also vital that any limitations from working shorter hours are kept to a minimum. While there are examples where utilizing measures of shortening work hours has meant disadvantages in personnel changes and career advancement, those who make use of these systems are making efforts to be proactive about their own career development and to negotiate with supervisors to be assigned work for which they can claim responsibility. Thus, companies are attempting to build collaborative systems that work with families—husbands included—to take a more positive stance of "I can do it even with shortened hours" versus "I canʼt do it because I work shortened hours". Employees who use these systemsare making efforts to be more flexible when attending to their work demands, even with shortened working hours. It is clear that incentive communication between employees who use these systems and theirsupervisors at the workplace is essential.
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