This article makes a 펀초 comparison of the working circumstances of female employees in Japan and Korea, with a primary emphasis on the significant contrasts that exist between the two nations. Female boardroom presence is still an important statistic for evaluating the worldwide development on gender equality, and Japan deviates from the narrative that places a primary emphasis on childcare. It is more likely that Japanese women are overrepresented in employment that are irregular or pay poor wages than that they have childcare responsibilities, which is the reason why their economic situation is worse than that of Japanese men. Japan deviates from the narrative that places an emphasis on child care. When it comes to the commemoration of events that took place during wartime, South Korea and Japan have quite different priorities. South Korea places a greater emphasis on scholarly collaboration between researchers from Japan, South Korea, and the United States. Japan, on the other hand, places a greater emphasis on the public display of respect.

On the other hand, in contrast to South Korea’s approach, Japan takes a very different approach when it comes to dealing with the issue of its female employees. During the course of the last ten years, Japan has made efforts, through programs such as Nikkei Womanomics and IBM Japan’s manager training program, to increase the variety of options accessible to female employees in the workplace. These efforts have been successful. It would seem that companies have become aware, as a direct result of these actions, of the numerous compelling reasons why they should have a gender-diverse workforce that comprises individuals of both sexes. Nikkei Womanomics was formed as a way of strengthening the understanding of communication with women and the attitudes that male managers have towards women in the workplace on the side of male managers. This was accomplished via the development of Nikkei Womanomics. Moreover, the project published a report titled “100 Best Companies for Women” in 2018, which was based on a survey that was sent to over 2 million persons, and it promoted 30 women executives to management positions in significant firms located all throughout the nation of Japan. The diversity management training program that IBM Japan delivered to its managers had the overarching objective of educating managers on how to increase their knowledge of how to communicate with female employees, in addition to covering other aspects of diversity management.

As a direct consequence of this, there has been a rise in the number of women sitting on boards of directors and in executive roles; it is anticipated that by the year 2020, women would occupy 38.6 percent of these positions. This is a significant improvement from the 16 percent in 2019 and signifies a significant milestone in the movement toward gender equality. Despite this, wage employment remains an essential metric for measuring global progress toward gender equality, and Japan continues to lag behind the average for the rest of the world in this regard.

Figure 2 demonstrates that Japan has one of the lowest overall levels of female involvement in the labor force when compared to urban China, South Korea, and the average for the whole globe. This is due, in part, to the fact that Japanese women continue to have a disproportionately high percentage of quitting the employment to care for their children after giving birth, which is one of the reasons why this phenomenon exists. On the other hand, the participation rate of women in the labor force in South Korea is a much greater proportion than in Japan. This may be due to the narrative’s emphasis on childcare, which supports working mothers in juggling the demands of their paid employment with the obligations of caring for their children.

Yet, Japan’s occupational outcomes are still lower than those of China and South Korea, despite the fact that Japan has the highest female labor force participation rate of the three countries. In addition, although there is a much higher percentage of women in Japan who are employed full-time, there are a significantly lower percentage of women in management and senior management roles. The high number of female workers in Japan who have been terminated from their jobs is another aspect that draws attention to the gender gap that exists in the country’s labor market. This exemplifies the gendered structure of the care employment system, which has a disproportionally negative effect on women and puts them at a disadvantage relative to males. In contrast, China has made significant progress toward closing the gender gap by increasing the number of opportunities open to female workers in management positions and by providing incentives like paid maternity leave to encourage more women to participate in the workforce. In other words, China has expanded the number of possibilities available to female workers in management positions. It also has one of the lowest rates of part-time employment among women, making it one of the nations with the lowest rates overall, as a consequence of the implementation of legislation that promote full-time work for both sexes. This makes it one of the countries with one of the lowest rates overall.

It is estimated that there are now 40 million people holding jobs in Japan, making it the country with the second largest labor market in the world, after South Korea. Although though it has one of the most advanced economies and a larger female labor force than most other countries, Japan nevertheless has a significant gender disparity in its labor market. This is especially true for younger workers. Despite the fact that Japan has one of the most developed economies, this is the situation here. This gap is due to Japan’s stringent tax rules and legislation, both of which restrict the employment options open to women. As a consequence, Japan has a lower proportion of women in higher-paying jobs. As a direct consequence of this, Japan suffers annual output losses that amount to millions of dollars.

The results of comparative study on the formation of historical memories of warfare in Japan and Korea offer incontrovertible proof that there is a large gap between the collective memories of the two nations. Academics have asserted that the potency and permanency of Japanese wartime narratives, particularly those of cooperation, teaching class, and battle, were a significant factor in the formation of the identity of the Japanese nation. This was especially the case for narratives about teaching class and battle. In East Asia, countries such as Japan used women as a source of labor force during World War Two. The evidence from this time period throughout the war illustrates the huge gap that remains between the national memories of the two countries with relation to the remembrance of the fight that occurred during this time period. Japan has not only avoided discussing its own involvement in the war, but it has also discussed its own victims less than South Korea has. While South Korea has focused on the collective trauma and victimization that was caused by Japanese colonization, Japan has discussed its own victims less than South Korea has. The communal suffering and victimization that was brought on as a result of Japan’s colonialism of South Korea has been a primary emphasis. This reluctance has been attributed to a lack of understanding of their role as aggressors or collaborators during World War II as well as a refusal to face their history. Another possible explanation is that they just do not want to discuss their past. In addition, it has been hypothesized that the reason for this hesitation is the individual’s incapacity to deal with their history. In recent years, there has been a rise in the number of joint initiatives with the goal of bridging this gap between the points of view held by individuals in Japan and Korea. Students from both nations will participate in cultural exchanges with one another as part of these initiatives. These sessions will focus on the countries’ respective wartime experiences and recollections.

This is due to the fact that a significant number of Japanese companies adhere to a policy that prevents them from employing Korean labor. This strategy has been supported by the Japanese government with the argument that doing otherwise would put the national security of the country in jeopardy. South Korea and Japan have both made it clear that they disapprove of this action, with some Japanese observers referring to the lasting impacts of colonialism and war that still exist between the two countries. South Korea and Japan have both made their opposition of this decision known. A large number of individuals in both countries hold the view that hiring Koreans is a threat to their sense of identity and disproves the concept that they might have fundamental relationships with one another. This viewpoint, in addition to the nationalist ideology that exists inside both nations, has been examined. This volatile mix has led to the rise of tensions between the two countries, who have only very lately been effective in settling outstanding bilateral matters via diplomatic dialogue. Because Japan and South Korea are technically still at war with one another, it is abundantly clear that any business that seeks to bridge this divide must proceed with extreme caution if it hopes to avoid becoming entangled in the identity politics of both of these countries. This is because Japan and South Korea are still technically at war with one another.

Although though there have been a lot of efforts put in to attempt to improve the link between the two countries, the reasons that have truly made a difference are the particular features of female employees in Japan that are distinct from those in Korea. After the announcement that Japanese Prime Minister Shinzo Abe would deliver a second apology for Japan’s role in World War II in December 2015, South Korean Foreign Minister Yun Byung-se made the remark that the two nations will participate in bilateral security negotiations. These dialogues helped to facilitate a dialogue between the two parties concerned and contributed to the formation of a contemporary comprehension of the history that they shared in common.

Female employees in Japan are challenging the gendered assumptions of childcare that are prevalent in the country. These workers are also attempting to promote the gender diversity that exists in the workplace. Because to legislation, policies, and activities that promote involvement in the labor field, women in South Korea are gaining independence and making gains in their respective countries. This is due to the fact that more women are entering the workforce. Because of this initiative, there is a possibility that both countries’ Gross Domestic Products (GDP) may see growth, which would be to the advantage of the governments of both countries. Business studies have indicated that Japanese women are more likely to stay in their professions for a longer amount of time than males owing to the rationale behind career prospects, working atmosphere, corporate management strategy, etc. The collaboration between the United States, Japan, and the Republic of Korea is a great example of shared global objectives for security and prosperity. According to the findings of a survey that was carried out by a company across three countries – the United States, South Korea, and Japan – it was discovered that Japanese companies score higher than those in South Korea when it comes to their labor policies for the status of their female employees. The results show that Japan is making progress compared to other countries studied in the direction of improving working conditions for female workers.