2403: Reevaluating Job-Based Work Styles in Japan: Adaptation and Challenges

In recent years, Japanese companies have been shifting from traditional membership-based employment to a more job-based work style. This approach, common in Europe and the United States, aligns with industrialization practices from the 19th century, forming a structured pyramid hierarchy to manage production based on specific procedures and guidelines.

As a manager in a global organization, I've experienced the benefits of this job-based structure firsthand. Launching projects and driving work forward feels natural, and there's a certain pride and sense of superiority in successfully implementing this system. I've shared my success stories, advocating for the job-based model on numerous occasions.

However, my perspective began to shift as I pondered over its suitability for Japanese companies, people, and culture. Hajime Ota, in his work "自営型で働く時代-ジョブ型雇用はもう古い！" (The Era of Self-Employment: Job-Based Employment is Outdated!), advocates for a self-employment-based approach. This prioritizes personal capability and development over the fixed responsibilities of job-based roles. The crux of his argument questions the adaptability of job descriptions in the rapidly changing business environment. Can they be updated frequently enough to stay relevant? In my experience, adjustments are made quarterly at best, typically aligned with performance reviews - hardly sufficient in a dynamic market.

Additionally, we must consider the VUCA (volatility, uncertainty, complexity, and ambiguity) environment. Fixed job descriptions, updated quarterly, may fail to prompt swift, appropriate action. A self-employed mindset, prioritizing agility and personal initiative, seems increasingly necessary.

In a previous post (No. 2304), I argued that clear job descriptions and defined responsibilities could prevent micromanagement. Only four months later, I find myself revisiting this stance. The unpredictable nature of VUCA situations can rapidly alter our strategies and beliefs.

Despite these reflections, I maintain that job descriptions are vital for efficient work in Japan. They can be highly effective across various industries and operations. However, the insights from Ota's book have led me to reconsider my rigid endorsement of job descriptions and job-based work styles. It's crucial to balance these with autonomy and empowerment, avoiding stereotypical approaches to management.

In conclusion, while the job-based model offers structure and clarity, it's important to blend this with the flexibility and personal initiative characteristic of self-employment. This hybrid approach might be the key to navigating the complexities of Japan's evolving business landscape.