Will a Shorter Work Week Lead to More Productivity Essay Example

to Miriam-Webster's Online Dictionary (2007), overtime is when an individual works beyond the standard day, week, or period. This results in 35.6 million hours of work weekly, which could be used to create around 900,000 forty-hour per week jobs (Pyle, 1977). The United States' preference for overworking their current employees instead of hiring more staff harms the economy. Workers often feel stressed due to their employer's expectation for overtime work, leading to compromised leisure activities just to keep their job. In Japan, pre-World War II, they were once one of the least economically prosperous countries in the world.

According to Hitchner (1986), Japan was in turmoil after the war ended, with limited employment opportunities due to the majority of their land being bombed and few resources being allocated towards profit. Mincer (1988) also acknowledges the difficult post-war situation in Japan.

Following the reconstruction effort, Japan opted to alter their labor program in order to recover from the Lost Decade and regain their economic status in the world (Hitchner, 1986). Consequently, Japan examined various labor models to determine the most advantageous approach, observing that a significant number of jobless individuals were seeking employment opportunities.

Japan encountered challenges in allocating a considerable amount of jobs to numerous individuals amidst the Industrial shift. The trend towards part-time work, as opposed to full-time employment, became apparent (Gatson, 2007). To optimize their labor market, Japan chose to employ more part-time staff over full-time workers (Gatson, 2007). Part-time employees were an ideal option for the requirement of flexibility since they did not have extended working hours (Houseman and Osawa, 1995).

Part-time workers were employed during the rebuilding process in Japan to ensure flexibility in work

schedules, allowing a diverse range of workers to contribute towards rebuilding and promoting equal opportunities for all. This approach prevented power concentration within certain groups.

Although it did not happen immediately, the concept of benefiting everyone was gradually implemented in Japan's job market. According to MHLW (2003), there was an increase in financial support being given to part-time workers to help provide for their families during a period of stagnation. Despite this, Japan has continued to utilize the same labor market approach that contributed to their highly successful economic era. As a result, other countries are now attempting to ascertain how Japan is able to reduce labor hours while simultaneously improving productivity (Gatson, 2007).

Roos (1935) proposed that Japan's labor market can be explained through economic theory applied within their culture. This theory postulates that lower costs result in reduced prices and increased consumption. To achieve this, Japan employs part-time workers to reduce labor expenses, making products more affordable for consumers.

According to Roos (1935), the decrease in product expenses due to reduced labor costs in Japan has allowed part-time workers to have more leisure time and enjoy life. Additionally, Hitchner (1986) believes that the financial benefits of producing affordable goods are substantial as accessible prices attract buyers globally, leading to revenue growth for the country.

Japan has chosen to increase the number of part-time employees instead of extending work hours to improve productivity. This method keeps expenses low and avoids a rise in unemployment rates, while also creating more job opportunities that lead to increased consumer spending. Other countries must understand Japan's labor market's distinctive features, even though this approach comes with a cost for employers (Whitehill, 1961;

Gatson, 2007).

Whitehill (1961) noted that Japanese employers have a unique approach to worker relationships compared to the United States. Japanese workers enjoy greater job security and possess a clear understanding of their roles, responsibilities, job details, and company creed. Although they earn less than their U.S. counterparts, Japanese workers are committed to delivering high-quality results and appreciate the extra benefits provided by their employers.

According to Whitehill (1961), employees are provided with favorable options for their excellent performance despite minimal compensation. For instance, if an employee fails to perform satisfactory work, they should still be retained in the payroll until they retire or find other employment within a specific period. Furthermore, should the company undergo downsizing, it is the employer's obligation to assist their employees in seeking alternative employment either within the organization or elsewhere. Additionally, the benefits provided by the company also extend to the families of these employees.

Whitehill (1961) suggests that part-time workers without health benefits should have their families covered in case of an incident. If an employee becomes sick or injured, it is advised for the employer to continue paying them or keep their job held until they return. Mincer (1988) observes Japan's use of part-time employees has led to a better turnover rate than the United States, indicating Japanese workers value job security more than higher pay.

The turnover rate is greatly influenced by culture, and the divergence is clear between Japanese and American cultures. Japanese society is collectivistic and values community support for personal growth. Families and friends are held in high regard, and working together towards improvement is prioritized. In contrast, Americans prioritize individual success and independence.

In Japan, the

workforce shows a collectivistic outlook where employers prioritize the well-being of their employees and families despite having fewer affluent individuals compared to the US. Conversely, America has an individualistic work culture wherein personal achievement takes priority over others, leading to higher turnover rates.

According to Mincer (1988), the job market in America is less stable than Japan's. This can be worrisome for Americans who prioritize their personal interests above those of their loved ones, as well as for employees whose employers prioritize profits over their well-being.

The priority in America is to save expenses, even if it results in unemployment. Regrettably, there is no assistance provided to workers for securing new employment or assisting their families after becoming unemployed. This has caused a bigger gap between the wealthy and underprivileged people in the country. Mincer (1988) notes that job uncertainty leads to more frequent personnel changes compared to Japan.

Economists conducting a study were aware of the changes and aimed to examine the feasibility of Japan's labor theory in the United States (Roos, 1935). Although they considered various external factors, some were not accounted for.

During 1920-1933, also known as the Great Depression period in the United States (Jennings, 1998), the government sought solutions to revive the labor market and generate revenue. In this context, some economists proposed the Japanese labor theory as a possible model, aiming to reduce working hours for specific items despite cultural differences in thinking (Roos, 1935).

In the 1930s, a study was conducted by researchers who developed and executed a plan. The results indicated that numerous jobs necessitated substantial manual labor, leading specialists to suggest employing machinery to manage arduous duties and

diminish working hours.

In the 1920s, there were plentiful manual labor jobs to be had. However, machines began taking over many of these positions in the 1930s. This left former employees seeking out new employment opportunities for themselves. Roos (1935) noted that a reduction in labor can result in lower costs and more affordable prices, but only if workers have alternative sources of income available to them. Unfortunately, during this particular time period, construction work was limited due to most hotels and restaurants having already been built (Roos, 1935).

The researchers recognized that the economy was still struggling and required assistance to recover. They proposed that if builders and trade services worked shorter weeks resulting in fewer hours, more money would be injected into the economy (Roos, 1935). Despite not being full-time positions, these jobs allowed employees to earn a paycheck and reduced reliance on government aid. This increased spending could strengthen the economy and create more job opportunities (Roos, 1935). The researchers observed the economy's decline and subsequent recovery and concluded that a shorter workweek would be beneficial (Roos, 1935).

Despite the benefits of a shorter workweek demonstrated by this study, businesses have not embraced this new approach and continue to prioritize their own ideas. The author reflects on the current job market, acknowledging that academic achievement no longer guarantees employment due to economic instability. In response to this reality, the author proposes that the United States should pursue alternative strategies for the labor market that promote equity across all socioeconomic classes. As someone burdened by student loans, the author advocates for a more just economic direction.

Japan's successful labor market could teach us valuable lessons on improving

our economy. By following their example and striving for a middle ground, we could ultimately create a better overall economy with more people working. Even though this may not result in as many wealthy individuals, it would lower costs and potentially decrease prices for goods.

Accessible goods and leisure time can boost the economy regardless of one's income. In fact, engaging in leisure activities can increase revenue. However, the United States is no longer the sole leader in economic growth, which was once its trademark (Kovach, 1979).

As stated by Mincer (1988), Japan has surpassed the United States' labor market and continues to do so, despite beginning from nothing after the war. Japan is now among the world's top labor markets, with their economy profiting greatly from utilizing part-time workers who enable them to have a larger workforce available at all times.

Having more employees can aid the economy in its recuperation, and employing part-time workers can keep production costs low. As labor expenses decrease, so do the prices of goods, leading to affordable products and promoting economic stability.

Although other nations have experienced reduced expenses, America's workforce has been in decline due to its reliance on conventional techniques rather than considering alternative labor strategies. Despite evidence that a shorter work week could enhance productivity, American attitudes remain resistant to change.

Japan's innovative approach to the labor market will persist as long as there is no change. This is evidenced by references such as Gatson and Kishi's article published in the Journal of Japanese and International Economies, which discusses part-time workers who perform full-time duties in Japan.

(2007), Volume 21, Issue.

Earl Hitchner's article "National Productivity Review: A Wake-Up Call for Quality"

can be found on pages 435-454 of issue 4.

(1986). Pages 265-270 3. Houseman and Osawa. 1995 S.

The article "Part Time and Temporary Employment in Japan" by Houseman and M. Osawa was published in the October 1995 issue of Monthly Lab. Rev.

According to The Century, a book by Jennings, Peter and Brewster, Todd published in 1998, the date range of interest is 10-18 and the authors are Jennings, Peter and Brewster, Todd.

Doubleday Publishing, located in New York, published a work that spans from page 146-154 and is credited to Jr.

In the HTML paragraph tag, the text refers to Arthur M. Whitehill's work "The International Executive: The Japanese Worker-What Makes Him Tick?" which was published in 1961 and can be found on pages 19-20. It also mentions Kishi's work from 2003.The text refers to two sources: "Structural Changes in the Japanese Labor Market in the 1990s" by Kishi, published by Maruzen in Nagoya in 2003, and "Human Resources Management: Is It Time to Amend The Overtime Provisions Of The Fair Labor Standards Act?" by Kovach, published in 1979 with an unspecified number of pages. The text is enclosed in a paragraph tag.In the year 2003, the Ministry of Health, Labor, and Welfare (MHLW) conducted a statistical survey on wages called "Chingin Kozo Kihon Tokei Chosa Heisei 14 Neiban Basic Statistical Survey on Wages 2002" in Tokyo. In the Journal of Japanese and International Economies, Jacob Mincer and Yoshio Higuchi discussed wage structures and labor turnover in both the United States and Japan. The information was cited in a paragraph within .The text within the reads: "In 1988, Richard L. Pyle wrote an article titled 'Vol. 2,

Iss. 2, pp. 97-133 10'."

Jeremy Rifkin's (1975) research on Performance Measures for a Corporate Fitness Program can be found on pages 9 and 11.

The book "The end of Work in Europe" authored by Charles F. Roos (2007) covers pages 26-29.

The article titled "Economerica: Economic Theory of the Shorter Work Week" was published in 1935 and can be found on pages 69 to 110. The text is enclosed in a paragraph tag.