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Figure 1 shows simplified outlines and lists the important key words of each of the three
steps described earlier. Figure 1 does not attempt to show that there is a “direct” progression
from the conclusion of Step 1 to Step 2 and then likewise to Step 3. As also shown in the
case examples presented in Figure 1, a large number of companies are in actuality working
on Step 1 while aiming at Steps 2 and 3. Accordingly, it should be noted that, rather than
being a guide indicating a linear order for these three steps, Figure 1 implies that the
development and expansion of work-life balance measures in Japanese companies is
meaningful when general and ideological ways of progressing over a long time span for
these three items are kept in mind.
5. Concluding Remarks
This article has considered specific developments in Japanese companies aimed at
promoting work-life balance. In the past few years, the trend of Japanese companies
introducing work-life balance measures has progressed rapidly, with companies’ main
actions being to eliminate excessively long working hours and experimentally introduce
human resource systems involving comfortable and relaxed diverse working styles.
However, the concept of “balance”, which is the basis for the concept of work-life balance, is
a way of thinking originally based on a Western concept/value that views “work” (that is,
asceticism) and “life” (that is, happiness) dualistically, as two aspects of life that can be
completely separated. Thus, attempting to introduce such work-life measures into Japanese
companies without question generates concerns that the measures will not function, causing
various problems and corporate unraveling. In the past, Japanese corporations have not
viewed work as being completely ascetic. Rather, Japan business has been characterized by
the skilful incorporation of playful elements into work, and a strength of Japanese
companies.
In the world of business administration, Western countries are “developed countries”,
and many of the mechanisms and methods used by Western companies appear to be very
attractive tools in the eyes of Japan. However, it must not be forgotten that the Western way
of thinking has been produced within the context of each of these Western countries. Rather
than accepting the institutionalized mechanisms and management methods of other countries
without question, Japan needs to introduce and establish mechanisms for Japanese work-life
balance that consider the context of the country and the cultural characteristics of Japanese
people. It is the author’s hope that the three steps presented here can assist in achieving such
a balance.