Last Updated on 10/30/2021 by setagayablueocean
It’s unclear from when, but Japanese people generally don’t like changing jobs. After joining the company, they abandoned career development by leaving it to the company.
It has become a so-called company slave.
In recent years, some people in big cities such as Tokyo have changed jobs to white-collar workers and have formed a large career, but it is still closed in Japan as a whole. In addition, there is still a bad phenomenon in which people change jobs in rural areas and their annual income drops.
In Japan during the high-growth period, changing jobs was bad in the working class.
Although not limited to Japan, there was a time when a society that maintained a master-slave relationship was maintained for a long time.
And in the high-growth period, various systems such as lifetime employment, seniority system, retirement allowance, etc., which are advantageous to work for a long time in the same workplace regardless of ability and achievements, may have become far from changing jobs.
Also, since that time, the majority of workers have been blue-collar workers, and there is a tendency that changing jobs is out of the organization to which they belonged, and changing jobs to start working with a low annual income is a loser and lowers income. It seems.
Is it influenced by the master-slave relationship represented by the Edo period?
Especially in Japanese society during the high-growth period, it seems that gratitude and loyalty to the company grew by working for many years when belonging to the company.
In addition, the social environment in which even poorly-performing employees are difficult to dismiss has hindered the circulation of workers. In addition, it has been considered very common in Japan to describe a person who starts a business independently of a company, regardless of whether he or she is competent or incompetent, as a business person of a company.
Even if start-up companies try to scout talented human resources from other companies, the gratitude and loyalty to the company mentioned earlier became a barrier and hindered the flow of human resources.