Trends in Working Hours

Section 5

Although the annual total hours actually worked in Japan has been steadily decreasing, the level of non-scheduled working hours has remained high and the rate of paid days off taken has not increased. In recent years, there has also been a trend toward the distribution of working hours, as the percentage of workers working long hours has risen among young and middle-aged workers, and within large companies. Further reduction of working hours is important from the standpoint of work efficiency and creativity, as well as in terms of maintaining the mental and physical health of workers and providing a work environment with appropriate work-life balance.
Large companies are introducing flexible working hour systems, such as discretionary working systems. Important factors needed for better operation of discretionary working systems include: accurate assessment of work volume and working hours; enhancement of measures to maintain health and welfare; clearly defined scope and objectives of work; implementation of proper performance evaluation; and self-management by workers.

Trends in Working Hours
The annual total actual hours worked in Japan has been steadily decreasing, totaling 1,837 hours in 2002 (at establishments with 30 employees or more). On the other hand, the level of non-scheduled working hours is still high, though its total annual number decreased to 137 hours in 2002. Non-scheduled working hours tended to be longer at larger establishments. The annual total actual hours worked at establishments with 500 employees or more tended to be less than for smaller establishments in the 1980s, but this trend has reversed since the mid-1990s; it is now greater than for smaller establishments (Figure 51). The rate of paid days off taken by work employees has declined since its peak in 1992-1993, down to 48.4% in 2002.
The percentage of non-agricultural/forestry employees with weekly working hours of less than 35 hours is, on the long-term, on the increase, accounting for 23.2% in 2002 (Figure 52). On the other hand, the percentage of employees with weekly working hours of 60 hours or more has remained flat after dropping significantly between 1989 and 1993. But it gradually rose from 1999 onward to 12.1% in 2002 (Figure 53), showing a trend toward the redistribution of working hours. By company size, the percentage of non-agricultural/forestry employees with weekly working hours of 60 hours or more has, since the late 1990s, tended to be greater in larger companies (Figure 53). By age group of worker, the percentage has been higher and has risen in age groups 25-34 and 35-44 (Figure 54). One of the possible factors behind this increase in working hours is the reduction in workforce associated with corporate restructuring, etc.
A comparison of employees' active hours (weekdays) in 1991 and 2001 shows that working hours has decreased for employees with weekly working hours of 35 hours or less, but those who work 60 hours or more has extended working hours and has reduced sleep time, etc. This shows that it is becoming increasingly difficult for workers working long hours to maintain a balance between work and personal life.
A further reduction in working hours is important from the standpoint of work efficiency and creativity, as well as in terms of maintaining the mental and physical health of workers and providing a work environment with an appropriate balance between work and personal life. This could be achieved through efforts to change the attitude toward non-scheduled working hours and paid days off in the workplace, work efficiency improvements, reduction in non-scheduled working hours and promoting paid days-off.

Trends in Working Hour Systems
In recent years, atypical types of work requiring creativity have increased, primarily for white-collar workers, where workers are required to work autonomously and efficiently rather than under a uniform time management system. Discretionary working systems have been introduced as a flexible working hour system that meets these requirements. Although the introduction of a discretionary working system is currently limited to large companies, the need for it is expected to grow as a working hour system that allows workers to exert their creative or specialized abilities and enhances their autonomy (Figure 55).
At those establishments that have actually introduced a discretionary working system, there were a relatively large number of responses stating that work had become more efficient. On the other hand, there were responses stating that additional work had increased and that work volume and time limits for that work were unreasonable. In particular, the percentage of responses stating health-related concerns was higher for specialized types of work, compared to planning types of work. In discretionary working systems, conditions such as work volume and working hours should be properly assessed and measures related to health and welfare enhanced (Table 56).
In addition, the following factors are necessary in order for better operation of discretionary working systems: proper evaluation of performance based on clearly defined scope and work objectives, accurate assessment of job and necessary adjustments made by managers, and self-management by workers (Figure 57).

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