Women Are Underrepresented in the Strategic Decision-Making Positions 1

Women Participation in Decision-Making Roles: A Case Study on Japan

Women are underrepresented at high levels in decision-making positions worldwide. The

global and domestic economy of a country would avail from women’s participation in the labor
Women Are Underrepresented in the Strategic Decision-Making Positions 2

force. The absence of the involvement of women in leadership may cause exploiting talents to

promote business and performance. The gender gap is enhanced while moving labor

participation to women’s representation in decision making positions. It is sad but true that

women in both developed and developing countries are victims of gender-based discrimination

despite having similar qualifications as men. Nevertheless, Women are better able to deal with

complicated personal relationships, consider the people’s needs, devoted to the prevention and

key of conflicts, make an effort to reach an agreement, adviser, and deliver feedback more

intensively rather than men (Profeta, 2017).

Women in Japan are so underrepresented in political life. Japan is one of the world’s

wealthiest countries that indicates women’s higher education, literacy rate, and GDP. However,

Japan’s House of Representatives has only 9.6% of women representatives, which drives the

country to place 156 out of 191 surveyed countries in the IPU global ranking, and the Economic

Co-operation Development (OECD) average is below 25%. The women’s employment rate in

Japan is 48.8%, but the gap to men’s employment rate is 70.4%, which changes equality in the

labor market (Tamang, 2016). The main reason can be identified by the traditional and cultural

understanding of gender roles considered in political party culture and social legislation. The

Japanese government takes some strategies for developing gender equality and women’s

empowerment based on the expansion of leadership, boosting women’s rights, and setting up the

women’s capacity to attain their full potential. (Wilson, 2020)

Why should Japan be more women in all political decisions making and how would it

benefit the country? For performing the Gender Equality Society’s actual right act and its target
Women Are Underrepresented in the Strategic Decision-Making Positions 3

of 30% of women in all political decision-making levels by 2020. It creates a new path for rising

women empowerment.

Literature Review:

An economy cannot utilize its fullest capacity unless they give equal opportunities to both

man and woman. However, Gender discrimination is not a new research topic for researchers. It

can be seen across the world. However, researchers have signified the importance of woman’s

participation in the economy. Therefore, in the introduction section of this paper, it is mentioned

that the gender gap is visible in developed and developing countries. However, the context may

be different, but the intention or the consequences are the same.

Therefore, the prime minister of Japan has declared to increase women’s participation in

economics. Therefore, he has termed it as womenomics, the word is right for theoretical policy

statements, but Japanese gender customs and observations will hinder the policy’s

implementation. Hence, the prime minister has focused on women’s challenges, but he ignored

the woman’s participation in politics (Alkubati,2019).

Furthermore, there is the visibility of discrimination against a woman, but the sectors or

areas of significant gender gaps are not specified. Yet, the involvement of man in child-rearing is

mentioned in research papers, but there is no exact way or method of developing this practice.

Moreover, they have stated the fewer women’s participation in politics in Japan, but the reasons

are undefined. How woman will add benefits to the organizations in strategic decision making is

also not clear in the research (Iida,2018)

Nevertheless, a woman is not encouraged to be in the position of making strategic

decision making in Japan. No matter how qualified or capable they are, there is always a glass
Women Are Underrepresented in the Strategic Decision-Making Positions 4

ceiling in accepting a woman in a senior position. Though this scenario is common in many

countries, the percentage of women in a managerial position or board of directors is quite

insufficient (Ming,2019). People cannot think of a woman in the technological sector. In non-

human activities, the woman involved is not up to the mark. Therefore, Japan’s labor force is

acceptable to many developed countries, but the number of women in a managerial position is

lower. Even most of the graduates are women in Japan, but the actual woman participation in the

strategic situation is abysmal (Ming,2019). Hence, the discrimination is visible in Japan’s market

place. In the research, the reasons are unavailability of child care facilities, gender stereotypes,

and extensive working hours. Therefore, the extended working hour is a common cause of

suicides in Japan. Although researchers have found out that fewer women participate in a

strategic position, they did not clarify the possible measures to involve more women in this role.

This report will analyze the woman’s participation in leadership, politics, and non-human

professions. Hence, it can be concluded that every research has its objectives to fulfill. We can

say that Japan has scope to encourage more women participation in every sector while

considering the drivers that affect women empowerment.

Analysis
Women Are Underrepresented in the Strategic Decision-Making Positions 5

In Japan, the all-out workforce 67802080, and 44.5% are ladies, contrasted with 46-

47% in the western nation (IBRD-IDA, 2020). In 2018, 44.2% of utilized women were low

maintenance and brief laborers, contrasted with just 11.5% of employed men (Shambaugh, Nunn

and Portman, 2017). Overall, Japanese females go through 16 minutes less than 4 hours on

voluntary work, for example, family tasks and kid care every day, contrasted with a normal of

just 41 minutes for men (OECD, 2019).

Women in Leadership Position:

In Japan, females made up an expected 1% of Ranking directors (Woetzel and et al.

2018); in 2017, ladies represented just 10.9% of chiefs and 18.4% of area bosses in private

enterprises (SOBABO, 2019). The Japanese government has considered three aspects of

women’s empowerment as follows,

Economic Empowerment: According to Abenomics, diversification in the

workplace, meaning women’s participation and empowerment, makes more profit. The

Government of Japan has taken initiatives to increase women’s promotion in managerial

positions and increase recruitment rates by introducing a quota system for women in both the

public and private sectors. The adoption of various social infrastructure development (Develop a

child care center in the workplace) and KPI (Key Performance Indicators) approaches to retain

women in an organization. As a result, women’s participation in the workplace has increased by

5% in the last six years. Still, the rate of women’s involvement in the workplace is lower than in

developed countries in the world.

Women Are Underrepresented in the Strategic Decision-Making Positions 6

Growing Leadership: The plan to increase the share of women in leadership positions

to 30% in public and private sectors by 2020 has been achieved in the private sector, but it lags

by 5% in the public sector. Even the percentage differs as the promotion strategy varies from

government agency to agency. In 2018, just 4.1% of board chiefs in Japanese organizations were

ladies (Sexual orientation Equity Department Bureau Office,2010).

Retent Employee: Although no targets have been set for retaining the latest women

in the workplace, 20 percent of development has been possible in the last decade. Currently, 55%

of women rejoin the workplace after giving birth to their first child. Then we can say that 45% of

women still refrain from rejoining the workplace after giving birth to their first child.

Comparative Gender Discrimination

Compared to the other developed nations, female labor participation in Japan (% of

female populations ages 15-64) looks quite okay(White paper, 2018). But it is a matter that the

share of women’s decision-making role (13%) in Japan is still under other countries’ average.

Intriguingly, the proportion of male-female ratio for the graduates is almost similar (Figure 1).
Women Are Underrepresented in the Strategic Decision-Making Positions 7

Figure 1 Employment Ratio & Ratio of Women Manager (White paper, 2018)

As per the review led by the World Economic Forum, covering 144 nations to quantify

women participation by investigating ladies’ support rates and holes among people in the

classifications of legislative issues, the economy, instruction, and wellbeing, Japan was set at

114th On the World Economic Forum’s Global Gender Equality Ranking out of 144 nations

(Table-1).

Table 2 Overall Ranking of Gender Difference

Overall Ranking Non-Regular Employment Minutes a day spent on Housework

of Gender Female Male Female Male
Difference
Japan 101 33.4% 10.1% 299 62
Poland 51 12.2% 4.7% 296 157
Italy 41 31.1% 7.1% 315 104
Canada 30 26.5% 11.8% 254 160
France 15 9.7% 10% 233 143
Finland 3 16.4% 9.5% 232 159
Women Are Underrepresented in the Strategic Decision-Making Positions 8

Even though Japan’s evaluation improved in instructive achievement because more ladies

had advanced education, the positioning of monetary cooperation and an opportunity was as yet

genuine at the 114th positioning (Schwab, 2017). The table underneath records homegrown and

work-related information for Japan and a few driving European nations. Contrasted with France

and Finland, which have elevated work fairness levels, Japan’s proportion of non-standard

representatives is lopsidedly higher for ladies at 33.4% (Figure 2).

Figure 2 Industry-wise women in management (JILPT, 2015)

Based on research, the manufacturing area is utilized 16.7% of the Japanese labor force.

The figure is the third-most elevated among cutting edge countries, behind Germany’s 19.3%

and Italy’s 18.3% (JILPT 2015). Canada has proportions of around 10%. Women keep on being

under-represented in manufacturing at all levels. For example, Toyota recruits female executives

very slowly. The labor force keeps being overwhelmed by men, and ladies are still observed as

“various,” particularly in manufacturing (Ming, 2019).

Women Are Underrepresented in the Strategic Decision-Making Positions 9

The most elevated rate is 47.2% for clinical consideration and government assistance, and

the proportion of male to female is right around 1:1. Different businesses that surpass the normal

(and 10%) are convenience, food administration, life-related administrations, diversion,

schooling, and learning support. In this way, it infers that the proportion of ladies in

administrative positions can be expanded in general if the government can zero in on these

businesses and take appropriate measures (Ministry of health, labor, and welfare, 2014).

Women in Non-Human Professions:

In Japan, there are two classifications of professions.

First of all, the human service professions, such as doctors & teachers, are underrepresented as

the most minimal among OECD countries (OECD, 2015).

Second, ladies are genuinely understated in non-human-careers, such as research, design,

law, and bookkeeping. These two vocations are portrayed: the human service professions are

Category-B professionals and non-human professionals, called Catagory-A professions, where

strategical decisions are involved.[ CITATION Yam20 \l 1033 ].

In Japan, the extent of ladies in the last class is strikingly low: in the U.S., 12.7 percent

of female representatives are in Category-A, contrasted, and less than 2 percent of Japanese

female workers (see graph). Ladies’ positions in Japan are gathered in Category-B.
Women Are Underrepresented in the Strategic Decision-Making Positions 10

Profession By Gender-USA & Japan

25
21
20 19
16
15 12.7 13

10

5 4 4
2
0
Japan, Man Japan, Women USA, Man USA, Women

Category-A Category-B

Figure 3 Profession by Gender -USA & Japan (Statistics., U. B., 2015)

This division of professions prompts a huge sexual orientation wage hole for two

reasons. To start with, while sex wage dissimilarity in Category-A jobs is little, ladies are

seriously underrepresented in these callings.

Next, there are colossal sex wage inconsistencies inside Category-B. Though the average

pay for guys in Catagory-B is higher than male specialists’ wages, the regular compensation for

females in Category-B isn’t just below the average income for guys in a similar sort of work. It is

likewise more inferior than the average salary of male administrative, deals, and manual laborers.

Women in Political Leadership

Even though Japan’s constitution asserted that gender equality and individual liberties

are required to be preserved and secured, the gender aspect of the Japanese community is

profoundly unbalanced. According to the House of Representatives of Japan (2018), the scale of

women representative is 10.1 percent, while in the sphere of diplomacy, the ratio of female
Women Are Underrepresented in the Strategic Decision-Making Positions 11

deputies is barely 3 percent, which implies that women are considerably eliminated from crucial

decision-making processes; furthermore, conceivably reaching to severe human liberties

infractions (Iida,2018). Out of 192 nations, Japan positions 163rd in ladies’ portrayal in

government. Ladies make up just 10.2% of the lower house and 22.9% of the upper house in

Japan’s public parliament (BPA, 2019). Only two cabinet members are female in Japan.

Hence, some potential drivers of gender differences are identified below-

Traditional criteria:

Concerning one of the most traditional cultures for women’s functions and attitudes,

Japan’s traditional norms directing the sex act of activity and women’s parts in the relationship

and profession resemble diversifying in their imperative decision-making means (Ishida, 1995).

Therefore, because of supporting both professional and household errands, women often

encounter interference in their careers by hitting their progression opportunities to distinguished

positions that concede a tremendous value of sovereignty and authorization.

Male-managed superintendence:

Because of the scarcity of female superintendents, gender diversity among general

operators in Japan follows. A study of 2016 explicates that while women contain 6.4% of board

administrator posts, 8.9% of division leaders, and 14.7% of executives or peers, the rate of men’s

place is relatively leading compared with women’s (Yamaguchi, 2019). Such rare female

supervisors’ likely circumstances for women’s insufficiency in the more leading positions are

because numerous organizations assume that women are deficient in the requisite expertise,

knowledge, or observation ability and withdraw before achieving managerial ranks due to their
Women Are Underrepresented in the Strategic Decision-Making Positions 12

insufficient years of assistance. However, these opinions embraced by companies are misled as

the study exhibits a much diverse view.

Stereotypes about gender:

Because of gender stereotypes, women lack the opportunity to go into professions other

than those deemed suitable for women, which is not caused by educational background but

reflects Japanese hiring practices. Hence, society supposes that Japanese women’s prominent

careers are to continue their usual family purposes, such as children’s schooling, caring for their

husbands, and other family-related functions. However, Companies in Japan should concede that

a workplace is a site for people to accomplish their efficiency and provide the nation with no

place to differentiate between gender. Nevertheless, gender inequality is continued to be

perceived.

Implicit Prejudice:

Implicit bias or prejudices towards employees negatively influence others’ work, and,

ordinarily, companies’ manifest discrimination towards female workers, which may formulate

constraints in their profession. For an essential off-site inspection, the manager, most of the time,

disregards a working mom without proposing to her rather than picks a male employee as

employers assume that male employees are more flexible than females in executing outside work

(Ngou,2016).
Women Are Underrepresented in the Strategic Decision-Making Positions 13

Underrepresentation of women in economic or other aspects is a contentious issue all

over the world. Hence, involvement is relatively low in strategic decision making and politics.

From the above introduction part of this report, people can visualize the significance of woman’s

participation in every nation. Moreover, from the analysis part of this report, we can see that

there are only 13%-woman leaders in Japanese organizations.

Furthermore, the reasons are mentioned in this report. In Japan, their culture is not very

supportive of encouraging women (Ming,2019). To overcome the problem, japan can take

meaningful actions. Extensive working hours should be reduced to encourage more women in a

strategic position. In non-human activities, the government should give facilities to the woman.

Increasing parental leave in japan can also bring a positive change in women’s employment.

Enhancing child care facilities can also be a significant change in the economy. In conclusion,

Japan should consider this as an alarming issue and make necessary changes. However, it is not

an easy task to change the culture in a minute.

Women Are Underrepresented in the Strategic Decision-Making Positions 14

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