Fading star or model for emulation? Lifetime employment, restructuring and unemployment in Japan

Japan Forum ◽  
1997 ◽  
Vol 9 (2) ◽  
pp. 135-137 ◽  
Author(s):  
S. Yahata ◽  
Harold Oaklander ◽  
S. Kaneko ◽  
S. Inoue ◽  
D. Hugh Whittaker
2019 ◽  
Vol 19 (5) ◽  
pp. 999-1014
Author(s):  
Kohei Miyamoto

Purpose The purpose of this paper is to trace a legal evolution of the monitoring board and to reveal what brought the evolution and what is expected to emerge. The paper points to unique complementarities in Japanese corporate governance institutions and norms which will affect how the monitoring board performs its functions. Design/Methodology/Approach Analysis is based on texts on corporate governance legislations in Japan from the revision of Commercial Code in 1950 to the revision of Companies Act in 2014. Other sources include Tokyo Stock Exchange regulations, White Paper on Corporate Governance and other academic literatures on Japanese corporate governance. Findings Changes of non-legal institutions and norms in Japanese corporate governance necessitated legal reforms toward the monitoring board. Persisting institutions and norms, in particular lifetime employment, influences how the monitoring board performs its functions in Japan. Originality/Value This paper explains how the evolution of the monitoring board in Japan emerged and what will cause different expected functions of the monitoring board in Japan and other jurisdictions.


2021 ◽  
Vol specjalny (XXI) ◽  
pp. 139-146
Author(s):  
Krzysztof Walczak

The Author considers that it is reasonable to use the theory of personel management to interpret the provisions of employment law. This primarly concerns the issue of forms of employment. This should be applied both with regard to flexicurity and in line with the concept of a flexible company. In accordance with HRM theory, the process of job evaluation should be used when defining the principles of remuneration. At the same time, if the remuneration were to be of a market nature (and thus implement three basic features: attract, motivate and retain), then the evaluation must be carried out in accordance with one of the universal methods. This gives the basis for comparison between different organizations. As far as employment restructuring is concerned, its efficiency, according to the Author, comes from the substantive knowledge of employees` representatives about management processed. So such a partner should be trade unions with expert resources or, in the absence of such organisation, a work council.


SAGE Open ◽  
2017 ◽  
Vol 7 (4) ◽  
pp. 215824401774906 ◽  
Author(s):  
Hafid Ballafkih ◽  
Joop Zinsmeister ◽  
Martha Meerman

Although lifetime employment was once commonplace, the situation has changed dramatically over the last century. The group of precarious workers has increased, and with it, the size of the precariat. Although there is a body of research on how precarious workers perceive the effect of their precarity on their social, psychological, and economic well-being, there is no research on the needs of precarious workers. In this article, we report the findings of an exploratory study about precarious worker’s needs. The findings show that the precariat has a diversity of needs, ranging from the need for a higher income to the need for a change in the discourse on self-reliance. Most of the needs are targeted toward the government and are not only related to labor. This is, however, contradictory to the ideology of downsizing the welfare state, in which governments focus on creating more temporary or steppingstone jobs. The needs show that the measures orientated toward the labor market are insufficient because they meet only a marginal part of the needs of the precariat.


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