| Budget Amount *help |
¥5,720,000 (Direct Cost: ¥4,400,000、Indirect Cost: ¥1,320,000)
Fiscal Year 2015: ¥520,000 (Direct Cost: ¥400,000、Indirect Cost: ¥120,000)
Fiscal Year 2014: ¥1,950,000 (Direct Cost: ¥1,500,000、Indirect Cost: ¥450,000)
Fiscal Year 2013: ¥2,340,000 (Direct Cost: ¥1,800,000、Indirect Cost: ¥540,000)
Fiscal Year 2012: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
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| Outline of Final Research Achievements |
The revised Child Care and Family Care Leave Law that took effect in 2010 made employers responsible for establishing measures to shorten work hours for those workers raising children aged three years and younger, leading to an increase in the use of such measures. However, certain issues are starting to arise from the use of these measures. First, longer validity periods would seem to mean more employees taking advantage of the shorter hours ; how many such employees can a workplace handle? Secondly, one must consider how lengthening the validity period will affect the participating employee’s career. Thirdly, there are the issues of the participating employee’s task assignments and the evaluation of his or her performance work.
In this study, I pointed out that a system wherein participating employees proactively consider their own career development will allow for the effective use of such measures, while also indicating the need for participant support at the workplace.
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