台灣與日本女性工作者的職場壓力及工作與家庭平衡比較研究

Abstract

女性勞動力對於企業甚至於國家都是重要的人力資源，本研究的目的在分析臺灣與日本女性勞動者的工作環境與日常生活中所承受的壓力，考察對於工作與家庭之間採積極的態度和消極影響態度所受的影響。所關心的議題是兩國女性對於家庭與工作如何兼顧，以及所呈現的意識的差別到底為何? 透過她們真實的經歷探討，日本女性實現工作與家庭之間平衡並在工作上自我實現的必要條件為何?本研究從台灣和日本的歷史背景、學歷、勞動參與率、女性主管比例和育兒制度等相關數據著手取得性別平等實際現況。 另外深入採訪台灣以及日本已婚、育有孩子並且是全職員工12名女性（6名台灣人和6名日本人）。受訪者的年齡層（40多歲至50多歲）通常是擔任管理職位分布較多的年齡層。

本研究得到以下發現：a)改革人事制度.績效導向：台灣基於績效導向，人才評價體系上對於女性生產後再度投入職場上相對有利。而日本基於年功序列制，人才評價體系上對於女性生產後再度投入職場上相對不利。b)女性自身意識的改革：由於歷史背景，台灣人受外國的影響比較大，思想上比起日本人較為靈活且具有彈性。能夠迅速改變自身的意識以及觀念。日本女性普遍有種深根固蒂的老式觀念，她們認為應當以做家務為先（照顧孩子起居和做飯），因此造成工作職場上與自我實現中存在許多衝突。c）幼兒支援：台灣女性多半依靠家族（雙方的父母/親戚）照顧孩子，並試圖創造一個自我實現的環境，但是日本女性大多數卻不願將撫養孩子的使命交給家族(雙方的父母/親戚)或第三方(自己以外)。ｄ)改善性別薪酬差距：儘管男性和女性依照現行法律都能獲得育兒補貼，但由於男女之間的工資差異，女人無法放心休長假的習慣，因此很難在工作職場上設定目標。e）效法(女性管理者的榜樣)：目前在台灣，已經有許多女性從事高階工作或正在以高層管理人員為目標而努力中。可以有效成為女性生產後和育兒中的職業發展提供參考。總結這些研究結果與發現，將有助於日本女性認識到自己與其他國家女性（臺灣女性）在意識上的差異，並積極地、有計劃地構建一個即使在生完孩子後也能實現自我實現的環境。 也希望管理者能夠認識到，現在急需建立一套人事制度，讓女性在工作和家庭之間取得平衡，減少壓力，讓工作和家庭雙向積極配合。

The purpose of this study is to analyze the work environment and daily life stress of female workers in Taiwan and Japan, and to consider the effects of positive and negative spillovers on work and family balance. The focus will be on how women in both countries take care of both family and work, and what differences there are in their awareness of these issues. Through their actual experiences, what are the conditions necessary for Japanese women to balance work and family and to achieve self-fulfillment in the workplace?In this study, the historical background, educational level, labor force participation rate, ratio of female managers, and childcare system in Taiwan and Japan are investigated to find out the actual situation of gender equality. Further, deep interviews were conducted with 12 women (6 Taiwanese and 6 Japanese) who are married, have children, and work as full-time employees in Taiwan and Japan. The age range of the 40s-50s is usually distributed as a managerial position.

The following resultswere obtained from this survey.a) Reform of the personnel system: In Taiwan, based on the meritocracy, the personnel evaluation system is relatively advantageous for women to re-enter the workforce after childbirth. In Japan, due to the seniority-based system, the personnel evaluation system is relatively unfavorable for re-employment of women after childbirth. b) Raising awareness among women themselves: Due to their historical background, Taiwanese are more susceptible to foreign influences and more flexible in their thinking than Japanese people. They are able to change their own consciousness and concepts quickly. Japanese women generally have a deep-rooted, archaic notion that housework (taking care of children and cooking) should take priority, which results in many conflicts between the workplace and self-fulfillment.c) Third-party support for childcare: Taiwanese women rely on mostly on their families (parents, etc.) to take care of their children and create an environment for self-realization, while many Japanese women are hesitate to leave child parenting to their families (parents, etc.). d) Improving the wage gap between men and women: Under the current law, childcare benefits are provided to both men and women, but the wage gap between men and women keeps men from making a habit of taking childcare leave. And because women take childcare leave, it is difficult for them to set goals in the workplace. e) Role models for female managers: Currently, many women in Taiwan are already working in high-level jobs or aspiring to senior management positions. They can be effective role model for women after childbirth and while raising children, and can serve as a reference for the career development of women after childbirth and while raising children.By summarizing these findings, Japanese women can recognize the differences in their attitudes and parenting from women in other countries (Taiwanese women) and actively and purposefully build an environment where they can achieve self-fulfillment even after having children. In addition, the managers should be aware that there is an urgent need to build a personnel system that allows caretakers to balance work and family, reduce stress, and ensure positive bi-directional cooperation between work and family.