Promotion Structure for Men and Women Examined from Transfers and Promotions: The Case of a Japanese City A

Abstract

Based on men and women's career tree and interview survey results, this study analyzed 98 (70 men, 28 women) office workers' careers in City A's local government. These workers were estimated to have been hired between November 2, 1982 and November 1, 1983. This analysis confirmed clear gender differences in the city's promotion structure, including position attained, speed of promotion, and range of fields to which were transferred.

Even before he become managers, men are selected for placement through personnel transfers. Although who selected will not be obvious until immediately after promotion to senior manager, who selected is gradually obvious based on promotion speed and placement. Then, his “ability” be evaluated during the position immediately before retirement.

Throughout their entire careers, however, women are not targeted for development through placement. Furthermore, women selected for promotion and women not selected until their final positions showed no significant career differences. Never selected early, women are the last to reach each position, and evaluation of her “ability” is not expressed even in their last position.

Overall, City A's promotion structure showed three clear differences between men and women: 1) men's “early, covert selection” and women's “visible, late promotion” ; 2) analysis of women's retention rate in central ministries/agencies and secretariat departments advantageous for promotion, reveals that women are not selected as human resources for development; and 3) analysis based on women's slow promotion rate and their attained positions' low levels suggests that women's “ability” is rated low.