Shigoto no Naka no Aimaina Fuan: Yureru Jakunen no Genzai (A Vague Uneasiness at Work: The Shaken World of Today's Youth), by Genda Yūji. Tokyo: Chūō Kōron Shinsha, 2001, 255 pp., ¥1,900 (hardcover ISBN 4-12-003217-5)
Shigoto no Naka no Aimaina Fuan: Yureru Jakunen no Genzai (A Vague Uneasiness at Work: The Shaken World of Today's Youth), by Genda Yūji. Tokyo: Chūō Kōron Shinsha, 2001, 255 pp., ¥1,900 (hardcover ISBN 4-12-003217-5)
复制标题
《Shigoto no Naka no Aimaina Fuan：Yureru Jakunen no Genzai》（工作中的模糊不安：当今青年的动荡世界），源田雄二着。东京：中央公论新社，2001 年，255 页，1,900 日元（精装 ISBN 4-12） -003217-5)
DOI：
10.1093/ssjj/7.1.163
复制
发表时间：
2004
影响因子：
1.1
通讯作者：
Marcus E. Rebick
中科院分区：
文献类型：
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作者：
Marcus E. Rebick
日本年轻人在劳动力市场上度过了艰难的十年，这就是经济学源田一二获奖著作《工作中的模糊不安》的主题，该书基于他过去十年的研究。即使是日本社会趋势的不经意观察者也意识到了越来越多的麻木“自由者”，即不想或无法获得正式全职工作的年轻毕业生，而是靠兼职、通常是低技能的工作来度日。这种趋势常常被认为是年轻人文化变迁和更加富裕的影响的反映，但元达并不同意。他的主要论点是，经济状况不佳是造成“自由人”数量增加的原因，目前政府估计至少有 150 万人。此外，Genda认为年轻人在过去十年的经济衰退中承担了不成比例的负担。这本书首先考察了日本的失业发生率，我们了解到，尽管对被解雇的中年男性（通常是“自愿”提前退休）的情况给予了关注，但失业率最高的是年轻人和60岁以上的人（即养老金领取者）。毫不奇怪，受教育程度较低的人是受影响的对象之一。源田将这种状况归咎于中年工人的高水平工作保护，他们受到长期人事惯例和日本判例法的保护。他这一论断的主要证据是观察到员工比例高的公司雇用的应届毕业生最少。然而，虽然这种相关性可能是正确的，但我认为源田的因果论点令人信服。拥有大量老年工人的公司可能增长缓慢，甚至衰退，而且其中许多工人可能在铜衰退中就业不足。因此，即使这些公司可以解雇大量年长员工，他们也会自然而然地转而雇用大量年轻员工。 本书的下一部分通过观察年轻人的高流动率来扩展对中年人就业保护的批评。尽管劳动力市场状况不佳，但30%的大学毕业生和50%的高中毕业生在三年内就辞掉了第一份工作。Genda自己的调查表明，主要原因是近年来公司内部培训和晋升的支持度下降，因此新毕业生就业很容易士气低落。如果我们将公司视为一个等级制度，其中一个人逐渐被调职，并随着时间的推移而晋升到更有趣和更令人满意的工作，那么招聘 n 名毕业生的任何削减都意味着那些被聘用的人将在较低级别的职位上停留更长时间。在 Genda 看来，有太多的老员工阻碍了 wa 并侵占了所有有趣的工作。因此，基于资历的内部培训和晋升制度在扩张时期非常成功，但在长期衰退期间对年轻人来说尤其成问题。显然，为了避免代际之间的这种冲突，有必要对人事管理进行某种变革，减少对资历的重视。
Japanese youth have had a difficult decade in the labour market, and this is the subject of econom Genda Yiiji's award-winning book A Vague Uneasiness at Work, which is based on his research the past decade. Even casual observers of social trends in Japan are aware of the rising numb'freeters', young graduates who either do not want or cannot get regular full-time employment, instead get by on a mix of part-time, generally low-skilled jobs. This trend has often been taken be a reflection of cultural change among youth and the effects of greater affluence, but Genda d not agree. His main contention is that poor conditions in the economy are responsible for th in the number of'freeters', presently estimated by the government to be at least 1.5 millio number. Furthermore, Genda believes that youth are bearing a disproportionate share of the burd from the downturn of the past decade.The book begins by examining the incidence of unemployment in Japan, and we learn that desp the attention given to the cases of middle-aged men who are made redundant (often thro'voluntary'early retirement), the highest rates of unemployment are found among youth and th over the age of 60 (ie pensioners). Not surprisingly, the poorly educated are among the har hit. Genda lays much of the blame for this state of affairs on the high levels of job protection enjo by middle-aged workers who are protected both by long-standing personnel practice and by Japa case law. His main evidence for this assertion is the observation that firms with high shares of o workers are hiring the fewest new graduates. While this correlation may be true, however, I do n find Genda's causal argument convincing. Firms with large numbers of older workers are lik be growing slowly, or even in decline, and many of these workers may be underemployed in the cu slump. Therefore, even if these firms could fire large numbers of their older employees, it does automatically follow that they would then turn around and hire large numbers of young worker The next section of the book extends its criticism of job protection for the middle-aged by look at the high turnover rates among youth. Despite the poor conditions in the labour market, s 30% of university graduates and 50% of high-school graduates quit their first job within three y Genda's own surveys suggest that the main reason for this is because in recent years the pro for training and advancement within the company have diminished, so new graduate emplo become easily demoralized. If we think of the company as a hierarchy, where one is gradually tra and in time moves up to more interesting and satisfying work, then any cutbacks in hiring of n graduates carries the implication that those who do get hired will be stuck in low-level positions longer periods of time. In Genda's view there are too many older employees blocking the wa and usurping (ubau) all the interesting work. Therefore, the seniority-based system of inte training and promotion, so successful during periods of expansion, becomes especially proble for youth during a prolonged slump. Clearly, some kind of change in personnel management, pla less emphasis on seniority, is necessary to avoid this conflict between generations.