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The 2009 amendment to the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members mandated the introduction of a short working hour system for employees who are taking care of children, and companies, mainly large ones, have increasingly adopted this system. Consequently, an increasing number of female regular employees have been seeking continued employment during pregnancy and after childbirth under the short working hour system. The 2016 amendment included the expansion of the short working hour system to include employees who are providing care for family members and it is expected that more and more employees with care-related time constraints will continue to work. In this context, how to promote the performance of employees with such time constraints has become an urgent issue in human resource management. However, various problems have occurred in administering the short working hour system under traditional workplace management systems, which have assumed that employees work long hours. Based on the result of a questionnaire survey of female regular employees conducted by Mitsubishi UFJ Research and Consulting in 2016, this paper summarizes the situations and issues related to the allocation of tasks to employees in the short working hour system, goal setting, performance evaluation, and other administrative activities and analyzes the effect of work-style reform for all employees (including those without time constraints) on retention and the performance of employees with time constraints. Considering the analysis results, this paper examines the sort of workplace management that would promote the performance and career development of employees in the short working hour system.