Paper short abstract:

This paper presents some conclusions of ten years comparative research between Japanese and European companies on gender equality. Fundamental differences in top management's degree of commitment, effective HR practices, corporate culture towards gender equality are found to be crucial.

Paper long abstract:

This paper presents some conclusions on the (un)development of gender equality in Japanese workplaces - on whether Japanese companies can transform to become more diverse, specifically gender equal, organisations. Although 35 years have passed since the enactment of the Equal Employment Opportunity Law, Japan still ranks 121st out of 153 countries in the World Economic Forum Global Gender Gap Index 2020. Its economic gender gap ranking is 115th, and only 15% of senior and leadership positions are held by women. Why is it so difficult for Japan to achieve gender equality in employment? The author has conducted an international comparative study of women's career development in organisations over the last ten years using a qualitative approach of interviewing corporate managers and women, making comparisons with European countries including France, Netherlands, Norway, Sweden and the UK, to identify factors that can promote gender equality in organisations. Clearly, these European countries have developed employment and social welfare policies to promote women's participation in the employment market and gender equality in the society. But how about micro level policies and practices in companies? From the research the author has found several fundamental differences between the Japanese and European companies researched: 1) top management's degree of seriousness and commitment to recruit and retain talents regardless of gender; 2) development, investment and implementation of effective human resource management programmes such as succession plans, management training programmes and mentoring programmes; 3) creation of a gender-equal corporate culture sustained by both female and male employees and managers; and 4) a culture enabling people to voice their views in organisations. By presenting selected findings from field research in the above-mentioned countries, the paper argues that unless management attitudes towards gender equality change at all levels, Japanese companies will stay in a gender-undeveloped position in the international business community and be left behind not only in terms of gender but business performance itself.