First published 2023
Japan, a recognised global technological and economic leader, faces a concerning economic narrative steeped in gender disparities. These disparities not only underscore the underuse of the female workforce but also extend to market innovation, corporate governance, and societal evolution. By marginalising a significant portion of its skilled population, Japan is inadvertently limiting its potential for robust and diverse economic growth.
Historically, Japan’s trajectory reveals a pattern of diminished female labour participation, especially when benchmarked against its OECD counterparts. Notably, during the late 20th century, while countries like the U.S. and UK witnessed amplified female engagement in the workforce, Japan lagged behind. Although recent years have seen a moderate upturn in female participation, the impediments to a balanced gender representation remain entrenched.
One prominent barrier is direct discrimination. Many Japanese companies, influenced by ingrained societal norms, have shown a proclivity to favour men for senior roles, operating under the misguided belief that women might prioritise familial commitments over professional duties. Consequently, Japan’s percentage of women in managerial roles pales in comparison to other developed nations. Furthermore, cultural norms which position women primarily as caregivers have led to indirect challenges, particularly in metropolitan areas like Tokyo. Here, working mothers often confront difficulties in accessing childcare, prompting some to leave their jobs.
This gender discrepancy has critical implications for Japan’s economic development. It results in a discernible loss of human capital, thereby impeding the optimal utilisation of the nation’s talent pool. This is manifested not only in workforce figures but also in missed chances for creativity, innovation, and holistic perspectives. Moreover, with Japan grappling with demographic challenges like plummeting birth rates and an aging populace, there’s an impending labour supply crisis. Research by the Recruit Works Institute indicates a potential shortage of 3.41 million workers by 2030, escalating to over 11 million by 2040. Amidst such a backdrop, integrating a larger segment of the female populace into the labour market could prove vital.
Furthermore, gender diversity in decision-making often results in a broad spectrum of products and services. Without adequate representation of women in influential roles, Japan risks sidelining innovations that cater to diverse segments of the population. Evidence also suggests that companies with varied leadership often surpass their homogeneous counterparts in performance. Thus, Japan’s glaring gender gap, particularly in senior corporate roles, could signify missed economic opportunities.
However, initiatives aimed at rectifying these disparities, such as ‘Womenomics’ championed by Prime Minister Shinzo Abe, have yielded only incremental results. More recently, Prime Minister Fumio Kishida has recognised the need to bolster Japan’s birth rate and announced ambitious targets to raise the proportion of female executives in Tokyo stock exchange-listed firms to 30% or more by 2030. Yet, Japan has set and missed similar goals in the past, largely due to pervasive gender norms rooted deeply in the societal fabric.
Historical influences like Confucianism have shaped Japan’s patriarchal hierarchies, positioning men as breadwinners and heads of families, while women are relegated to caregiving roles. These constructs are imbibed from a young age, with educational settings reinforcing gendered behavioural patterns. Such norms invariably affect workplace dynamics, leading to hiring practices and organisational behaviour that echo these traditional gender roles.
Furthermore, Japan’s workplace expectations, characterised by long hours and unwavering commitment to the company, make it difficult for women to ascend to leadership positions. Adding to this is the societal expectation that they shoulder a disproportionate share of domestic responsibilities. Despite offering generous paternity leave provisions, only a mere 14% of Japanese men availed of this benefit in 2021. The resultant unequal division of household labour often results in women either missing out on promotions, settling for lower-paying roles, or reconsidering their family planning decisions.
Past governmental measures aimed at rectifying gender imbalances, whether by introducing leadership quotas, expanding childcare provisions, or enhancing parental leave benefits, have often missed their mark. Recent undertakings have even reportedly exacerbated gender inequality and, in some instances, pushed women into poverty.
Drawing parallels with Singapore’s recent gender equality review could offer Japan insights. A comprehensive review encompassing all life stages and societal segments, combined with feedback from the younger generation, could pave the way for meaningful reforms. Research indicates a growing disillusionment among younger Japanese with traditional gender roles, prompting them to explore alternative lifestyles outside the traditional power structures.
In summary, gender inequality has left an indelible mark on Japan’s economic narrative. Addressing these disparities requires more than just policy modifications; it necessitates a paradigm shift in societal mindsets. Championing gender equality might just be the catalyst Japan needs to achieve unparalleled economic success.
Links
https://www.eastasiaforum.org/2022/06/28/japans-stubborn-gender-inequality-problem/
https://www.imf.org/en/Publications/fandd/issues/2019/03/gender-equality-in-japan-yamaguchi
https://www.oecd.org/japan/Gender2017-JPN-en.pdf