Number Of Female Employees Research Articles

Development and Evaluation of a Women’s Health Support System at a Japanese Company

This research was designed to evaluate a work environment in which all female employees can work safely and comfortably by developing a health support system for women in the workplace. With consent from management, the occupational health nurse invited an OB/GYN physician, contracted from outside the company, to act as a specialist adviser. Because health-related concerns unique to women are sometimes difficult to differentiate from mental health issues, a health management system was developed to ensure that the psychological health of workers is promoted and maintained. After development of this system, case studies were reviewed and evaluated for menstrual disorders, perinatal health management, and menopausal disorders. Intraoffice cooperation and support were garnered from the Personnel Department, the Sexual Harassment Measures Committee, the industrial physician, and the Health and Safety Committee. In addition, through the review of the case studies, the roles for care on every level were clarified. The number of female employees who opted for early retirement due to menstrual disorders, miscarriage, or menopausal disorders was also reduced. It is believed that as a result of this study, a health management system for health-related concerns unique to women and based on mental health care measures in the workplace was developed and supportive measures were practiced. In the future, it will be important to continue to comprehensively view and create a work environment in which all female staff members can work safely and comfortably.

Differential effects of gender on perceptions of teleworking by human resources managers

This paper anayzes the differences of male and female human resource (HR) managers’ perceptions on the benefits, barriers and feasibility of teleworking adoption in a sample of Spanish companies. The results indicate that teleworking is seen as more feasible where there are a large number of female employees, and that female HR managers perceive teleworking differently than male HR managers. Women tend to be more positive about the potential of teleworking.

Gender and the Labor Market

The position and working patterns of women in the Japanese labor market reflect both prevailing attitudes toward gender roles in Japanese society and economic change. With the recent rise in the number of female employees, an intense debate has focused on the position of women in the labor market, and the Equal Employment Opportunity Act of 1985 was one result of gradually changing attitudes. However, the problems that have developed since the act went into effect bring to light other issues of gender in the labor market that have yet to be tackled. Further complications are the current labor shortage, which began with the period of economic expansion in the midto late 1980s and has held up enforcement of the new law, and the serious labor shortage predicted to begin in the mid-1990s. This paper will examine changes in the position of women in the labor market, the effects of the Equal Employment Opportunity Act, the family responsibilities and working patterns of women, and the changing nature of gender roles in Japan. I will try to identify a new combination of female and male working patterns based on gender roles in Japan and to offer suggestions for the future.

Problems and Prospects of Management Development of Female Employees in Japan

In spite of the increasing number of female employees in Japan, the managerial training and opportunities they are offered is limited. Despite the Equal Opportunity Law of 1984 few real changes have taken place to improve the career prospects of women employees. The realities of the training available and the problems of the current system are discussed, as well as the attitudes of male and female employees. It is demonstrated that there is still discrimination against female employees that prevents them pursuing their careers. Management development programmes exist but are limited and many women are forced to train outside Japan, notably in the USA; women are still expected to leave employment upon marriage; and, in practice, jobs are still categorised as male and female types of employment with wages set accordingly. These problems need to be overcome if Japanese companies are to compete effectively with foreign‐based companies.