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Labor market of Japan
The labor force in Japan numbered 65.9 million people in 2010, which was 59.6% of the population of 15 years old and older, and amongst them, 62.57 million people were employed, whereas 3.34 million people were unemployed which made the unemployment rate 5.1%.〔(【引用サイトリンク】url=http://www,stat,go.jp/english/data/roudou/154b.htm )〕 The structure of Japan's labor market experienced gradual change in the late 1980s and continued this trend throughout the 1990s. The structure of the labor market is affected by: 1) shrinking population, 2) replacement of postwar baby boom generation, 3) increasing numbers of women in the labor force, and 4) workers' rising education level. Also, increase in numbers of foreign nationals in the labor force is foreseen.
==Character==
The basic Japanese employment structure is known as "Simultaneous recruiting of new graduates" and "ranking hierarchy", which includes seniority wages and lifetime employment. It allows employees to learn broad skills to achieve in long-term perspective through job rotation and on-the-job training which is likely to be firm-specific. Since Japanese firms develop firm-specific skills throughout long-term employment, it is difficult to enter the internal labor market which is only open to new graduates from high school or university, or those who can be competitive in the market with their special qualification or knowledge. This internal market worked well in Japanese firms.〔
However, Japan has shifted to US-type regulation and capitalism after the burst of economic bubble, and Japanese firms have introduced two developments: 1) performance-related pay, and 2) non-regular employment such as part-time, temporary and hiring through human resource agencies.〔
Performance-related pay requires short-term evaluation of employees' performance, which means that wage could reflect immediate job performance rather than the skills over the long-term. This could have negative effect on the long-term development. It was suggested that this system cannot be efficacious for typical Japanese firms where skill-based wages motivate employees to gain experience and build their abilities. However, the notion of non-regular employment was introduced by the employer's association Nikkeiren and has been promoted since the 1990s. The principal reason of innovation in flexible staffing is not for flexibility but economizing labor costs. Non-regular employees are common in the retailing and restaurant sectors: 44.3% in retailing and 63.4% in restaurant/hotel industry compared to 17.7% in construction and 21.4% in manufacturing industry in 2004.〔
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
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