| Abstract | ||
| Survey Number | 1427 | |
| Survey Title | Comprehensive Survey on Labor Management of Teleworkers, 2020 | |
| Depositor | Ministry of Health, Labour and Welfare, Employment Environment and Equal Employment Bureau | |
| Restriction of Use |
For detailed information, please refer to 'For Data Users' at SSJDA website.
- Apply to SSJDA. SSJDA's approval is required. |
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| Educational Purpose | Available for both research and instructional purposes. | |
| Period of Data Use Permission | One year | |
| Access to Datasets | Download | |
| SSJDA Data Analysis | Not available | |
| Examples of Citations and Acknowledgments |
When presenting the results of the secondary analysis, please specify the source of the individual data used by including the following sentence: The data for this secondary analysis, "Comprehensive Survey on Labor Management of Teleworkers, 2020, (Ministry of Health, Labour and Welfare, Employment Environment and Equal Employment Bureau)" was provided by the Social Science Japan Data Archive, Center for Social Research and Data Archives, Institute of Social Science, The University of Tokyo. https://doi.org/10.34500/SSJDA.1427 *In cases where you have used multiple surveys from the same series, you can shorten the sentence by focusing only on the series name or by grouping the survey years together. If you have any questions, please contact us. E-mail: ssjda@iss.u-tokyo.ac.jp |
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| Summary |
The use of telework is expected to be a means of increasing flexibility in work styles, leading to the exercise of the abilities of diverse human resources and a means of balancing the prevention of the spread of infectious diseases and economic activities. On the other hand, while the use of telework is spreading as a response to the spread of new coronavirus infections, companies are raising a variety of issues associated with telework. For example, the perception that telework has more restrictions than the usual way of working at the workplace and the way labor management should be done when telework is implemented may be inhibiting factors in the spread of telework. In this survey, we will investigate the status of the introduction of telework in companies, labor management during telework, innovations in the utilization of telework, its effects, and future issues. The survey also aims to understand and analyze the need for flexible working hours, including late-night hours, for reasons such as childcare and nursing care, as well as the ideal labor management in such cases, in order to provide essential data for considering future measures to promote the spread of teleworking. The survey consists of two parts: a questionnaire survey of companies and a questionnaire survey of employees. The purpose of the corporate questionnaire survey was to ascertain the status of telework introduction in companies, labor management methods when telework is used, and the effects and issues involved. The employee questionnaire survey was designed to ascertain the effects of telework implementation on employees, the issues they face, and their needs regarding overtime, late-night, and holiday work. |
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| Data Type | quantitative research: micro data | |
| Universe |
[Company survey] Companies with 10 or more employees in industries other than agriculture, forestry, fisheries, and public service (not elsewhere classified) [Employee survey] Questionnaires were distributed to a maximum of four employees of the target companies for the company survey (the companies selected the target employees). |
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| Unit of Observation | Individual,Organization | |
| Sample Size |
[Company survey] Number of responses: 3,788 (Response rate: 18.9%) [Employee survey] Number of responses: 4,184 |
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| Date of Collection |
2020-08-20 ~ 2020-10-08 [Company survey] 2020/08/20-2020/10/8 (Deadline: 2020/09/25) [Employee survey] 2020/08/20-2020/09/25 |
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| Time Period |
2020 ~ 2020 |
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| Spatial Unit | All over Japan | |
| Sampling Procedure |
[Company survey] The sample was randomly selected from firms listed in the private credit research databases, and it was allocated by employee size. The details of the allocation are as follows. The details of the allocation are as follows: 10-99 employees or less (6,000), 100-299 employees or less (6,000), 300-999 employees or less (6,000), and 1,000 or more employees (2,000). [Employee survey] Questionnaires were distributed to a maximum of four of the employees of companies covered by the corporate survey. As of December 2019, companies implementing telework have selected a maximum of four persons: two teleworkers and two non-teleworkers. Companies that do not implement telework select a maximum of two employees from either the general affairs, human resources, accounting, or sales departments. (Note) The teleworking status of companies is based on the status as of July 1, 2020. |
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| Mode of Data Collection |
[Company survey] Distributed and collected by mail (distribution and collection by e-mail were also possible if desired). [Employee survey] The company's human resource manager informed the selected employees of the survey's distribution. Employees who were selected for the survey responded to the survey via a web-based survey site. |
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| Investigator |
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| DOI | https://doi.org/10.34500/SSJDA.1427 | |
| Sponsors (Funds) |
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| Related Publications (by the Investigator) | Please refer to the abstract in Japanese. | |
| Related Publications (based on Secondary Analysis) | List of related publications (based on Secondary Analysis) | |
| Documentation | 【 Company Questionnaire 】 【 Employee Questionnaire 】 | |
| Major Survey Items |
[Company Survey] (1) Company profile Location of head office, industry, number of regular employees, actual working hours of regular employees, personnel management system, systems related to working hours and paid vacations (2) Labor management Labor management: Working hour system adopted (flextime, discretionary work system, variable working hour system, etc.), attendance management methods, systems related to overtime, late-night, and legal holiday work (3) Status of introduction and labor management of telework Status of recognition of the guidelines published by the Ministry of Health, Labor and Welfare Status of introduction of telework, reasons for not introducing or implementing telework, future intention to implement telework, response to overtime, late-night, and legal holiday work, the scope of teleworkers (conditions, occupation types, working hour system), and the number of contract workers, contract employees, part-time workers, dispatched workers ("haken shain"). Reasons for not allowing telework for contract workers, contract employees, part-time workers, and dispatched workers ("haken shain”) The primary forms of teleworking being implemented, the status of implementation (occupation types, units used, number of times used, dates of prior application, attendance management methods, handling of breaks, handling of intermissions), measures for proper understanding of working hours, status of implementation of overtime, late-night and legal holiday work (prior application, subsequent reporting, confirmation methods, payment methods for premium wages, etc.) Status of the environment for telework, the status of required communications, degree of response to company instructions and communications, measures to ensure health, rules for personnel evaluation of office work and telework, items lent or expenses borne, confirmation of work environment, opportunities for labor-management discussions on working methods during telework, and introduction of telework. Initial objectives and actual effects Positive changes and new realizations from implementing telework during the novel coronavirus pandemic, introduction, implementation, expansion, mitigation, and issues of telework (during and before the novel coronavirus pandemic), percentage of full-time employees implementing telework as of July 2020, future implementation intentions, and support measures sought from the government [Employee survey] (1) Face items Gender, age, presence of spouse/partner, family members living together, age of children living together, sharing the burden of child-rearing, use of day-care centers and after-school childcare clubs, presence/absence of family members requiring care (2) Working conditions Annual income in the last year (individual and household), industry, number of full-time employees at the company, type of work, occupation type, length of service, position, working hour system, usual attendance management method, whether overtime, late-night work, and working on holidays are prohibited, commuting method, commuting time, whether the workplace is remote, percentage of work that can be done with a PC or Internet access (3) Status of telework implementation Status of telework implementation (telecommuting, satellite office, mobile work) and work conditions that were allowed around December 2019 Number of teleworking hours, number of days of late-night work and working on holidays, permitted work methods (telecommuting, satellite office, mobile work), work status in July 2020 Mainly telework, advance application, methods of attendance management, taking breaks, required communication environment, responding to company communications, checking work status other than attendance management, work reports, work performed, OA equipment used (provided or subsidized by the company), allowances or subsidies for communication and utility costs Frequency of teleworking and working hours in "December 2019," "at the time of the emergency declaration," and "July 2020," and changes in attitudes toward teleworking to work and business trips under the emergency declaration The number of teleworkers who teleworked, their intention to continue teleworking, the advantages and disadvantages of teleworking The following questions were asked: “Is overtime, late-night work, or working on holidays prohibited during telework,” “Is prior application/reporting required,” “Reporting working hours,” and “Reasons why reported hours are shorter than actual hours? The following questions were asked: ・Implementation status of overtime, late-night work, and holiday work by teleworkers in July 2020, reasons for implementation, whether or not teleworkers should be allowed to work overtime, late-night work, and holiday work, and why, whether or not there are opportunities for labor-management discussions on teleworking, and what is necessary for utilizing teleworking, opinions on telework |
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| Date of Release | 2022/04/19 | |
| Topics in CESSDA |
Click here for details |
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| Topics in SSJDA | Economy/Industry/Management Employment/Labor | |
| Version | 1 ： 2022-04-19 | |
| Notes for Users |