Changes in Human Resource Management of Women after the 1985 Equal Employment Opportunity Act  

Oleh:

Wakisaka, Akira

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 10 no. 2 (2013), page 57-81.
Topik: Human Resource Management; Personnel Management ; Family-Friendly Systems
Fulltext: JLR38_wakisaka (4)_PAS.pdf (2.4MB)

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ134.9 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Looking at transitions in the human resource management of women follow¬ing the Equality Act, this was a period in which the focus shifted from dou¬ble-tracked personnel management and the career break system to so-called family-friendly systems, which are systems to support achieving compatibility between work and family, such as child care leave systems. Double-tracked personnel management was designed to deal with die disparity between men and women in their separation rates at large corporations, but this disparity is still an issue because the system cannot adapt to changes in people's outlook concerning their life course. The career break system was a system aimed at making effective use of women with children before the child care leave sys¬tem existed, but rather than being an alternative, the latter has a complemen¬tary relationship to die former. The primary focus of family-friendly systems is the child care leave system, but the system of short-time work when raising children is an important point that is linked to the short-time regular employee system. Determining how to evaluate staff members who are on leave or working shorter hours will be the key to ensuring that these systems become firmly established. The operation of these systems in such workplaces will lay the foundations that will enable measures to promote a better work-life bal¬ance, which have a broader scope than family-friendly systems, to become firmly established. The human resource management of part-time employees is also linked to issues in the human resource management not only of mid¬dle-aged women, but also of workers other than full-time regular employees. Thus, in recent years, the human resource management of women is increas¬ingly encompassing issues common to all employees, whether male or female, full-time or part-time.

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