Current Status and Issues Facing Employees of Intermediate Age in the Workplace: From the Perspective of Labor-Management Relations  

Oleh:

Ebisuno, Sumiko ; Oguma, Sakae ; Murasugi, Yasuo

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 13 no. 1 (2016), page 29-54.

Ketersediaan

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

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This article outlines issues surrounding the workplace circumstances of em- ployees of intermediate age, who act as the linchpin of enterprises’ human re- sources. In Japanese companies there is significant correspondence between age and rank due to seniority-based promotions, meaning that in effect inter- mediate age (for the purposes of this article, age 35?49) is often synonymous with intermediate rank (i.e. “middle management”). These employees tend to be extremely overworked, and it is predicted that this situation will grow even more severe in the future. Excessive workload may be caused by a shortage of employees of intermediate age, or may arise when there are a sufficient num- ber of employees at this age/rank but an insufficient number of younger work- ers, or even when there are more employees of intermediate age than required, but an insufficient number of both younger and middle-aged or older workers. Under such circumstances employees of intermediate age must handle tasks that ought to be performed by their juniors or seniors, and this results in inad- equate time left over for training their juniors or subordinates, which in turn causes a high rate of turnover among younger workers. The problems of em- ployees of intermediate age influence other age groups as well and affect the entire workplace. Behind this problem lies a backdrop of uneven age distribu- tion, a primary cause of which is the widespread curtailing or suspension of hiring of new graduates at many companies in the past. As a result, workplaces today need a sufficient number of new graduates to fill the gap, but discussions or negotiations between labor and management to determine what this “suffi- cient number” might be only take place at around 16% of enterprises. Human resources are the bedrock on which businesses are built, and today there is an urgent need to consider this issue from a long-term perspective.

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