「女性活躍促進法｣的制定過程與影響之研究

Research on the formulation process and impacts of "The Act on the Promotion of Female Participation and Career Advancement in the Workplace"

堀井 雅子(MASAKO HORII)

指導教授 ： 洪美仁

國立臺灣大學/社會科學院/公共事務研究所/碩士(2021年)

https://doi.org/10.6342/NTU202200174

摘要

在2013年4月，首相安倍晉三在《成長戰略演講》中提及，“為了實現可持續的國家發展，充分發揮女性勞動能力是當務之急”。在2015年9月《女性活躍促進法》作為一項重要的內閣提案予以公佈。由此以來，許多組織正在努
力促進婦女的積極參與。
在這樣的社會趨勢下，公部門的主要角色是證明法規的正當性並強力促進民間企業的女性人力進用與社會全體的意識改革。另外，從代表性官僚理論的角度來看，加強政府反映社會群體的組成能夠創造與執行多樣化的公共任務。然而，從歷史來看，以男性為主設計的日本式經營管理，以及社會意識仍然牢固，日本實現性別平等的道路難以發展，公部門也非例外，以近年來的政府的統計資料而言，仍然存在性別差距需要進一步的分析、評估與改善。
有鑑於此，本研究聚焦在女性活躍促進法的制定過程與影響的分析，試圖對於公部門推動女性就業的重大政策進行分析與評估，除了運用政府的相關政策宣言和首相的演講內容等來觀察女性活躍促進法的制定過程之外，本研究特別以東京特別區的女性公務員為主，使用問卷調查法與深度訪談法來分析女性活躍促進法對女性公務員晉升意願所帶來的變化，並提出影響公部門促進女性人力進用的主要因素，提供未來落實性別平等的政策建議。
研究結果發現，女性活躍促進法頒布之後，在東京特別區的職場的性別意識有些改善，然而在家庭的理解與協助仍然不夠。另外發現，東京特別區的很多女性公務員，基於長期工作的角度選擇公部門的工作，重視工作和家庭上的平衡，特別是有小孩子的非管理職位的女性公務員缺乏意願擔任工作量多並有重責任的管理職位，首都東京特別區女性公務員在這一點上並無明顯的改善。另一方面，有些女性公務員們隨著孩子長大，家庭壓力降低，基於內部性的動機（自我實現等），社會貢獻的意識較高，有較強的意願擔任主管職。為了進一步的改善，本研究提供以下兩點建議。第一是，為了改善管理職位的現狀，把與非管理職位的加班時間的差距作為應公開的指標之一。其次建議，調整強制性的晉升系統，設計並積極利用依照每個人的狀況來彈性確定晉升時機的制度的設計，本研究分析女性活躍促進法的影響，提供實質的政策建議，有助於日本女性人力政策的未來發展。

關鍵字

女性人力進用 ； 女性活躍促進法 ； 公部門 ； 晉升意願

並列摘要

In April 2013, Prime Minister Shinzo Abe mentioned in his "Growth Strategy Speech" that "In order to achieve sustainable national development, it is imperative to give full play to women's labor capabilities." In September 2015, the " The Act on the Promotion of Female Participation and Career Advancement in the Workplace " （Women's Active Promotion Act ）was announced as an important cabinet proposal. Since then, many organizations are working hard to promote the active participation of women.
Under such social trends, the main role of the public sector is to prove the
legitimacy of laws and regulations and to strongly promote the recruitment of female manpower in private enterprises and the reform of the consciousness of society as a whole. In addition, from the perspective of representative bureaucratic theory, strengthening the government to reflect the composition of social groups can create and perform diversified public tasks. However, from a historical point of view, Japanese-style business management designed primarily by men and social awareness are still strong, and it is difficult for Japan to achieve gender equality. The public sector is no exception. In terms of government statistics in recent years, there is still a gender gap that requires further analysis, evaluation and improvement.
In view of this, this study focuses on female civil servants in the Tokyo Special Ward, using questionnaire surveys and in-depth interviews to analyze the changes brought about by the Women’s Active Promotion Act on female civil servants, and proposes the influence of the public sector on the promotion of female manpower. The main factors provide policy recommendations for the implementation of gender equality in the future.
The results of the study found that after the promulgation of the Women’s Active Promotion Act, gender awareness in the workplace in the Tokyo Special Ward has improved somewhat, but the understanding and assistance in the family is still insufficient. In addition, it is found that many female civil servants in the Tokyo Special Ward choose public sector jobs based on long-term work, and emphasize the balance between work and family. In particular, female civil servants in
non-management positions with children lack the willingness to become management positions. Female civil servants in the Tokyo Special Ward of the capital have seen no significant improvement in this regard for management positions that are highly responsible.
On the other hand, some female civil servants have reduced family pressure as their children grow up. They are based on internal motivations (self-realization, etc.), have a higher awareness of social contribution, and have a stronger willingness to assume supervisory positions.
For further improvement, I suggest the following two points. First, in order to improve the status quo of management positions, the gap between overtime hours and non-management positions should be taken as one of the indicators that should be disclosed. The second suggestion is to adjust the mandatory promotion system, design and actively use the design of a system that flexibly determines the timing of promotion according to each person’s situation.
This study analyzes the influence of the Women’s Active Promotion Act and provides substantive policy recommendations that will help Japanese women the future development of manpower policy.

並列關鍵字

female manpower employment ； female active promotion law ； public sector ； promotion willingness

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