By Elyssa Faison
On the flip of the 20th century, Japan launched into a undertaking to modernize its society and undefined. For the 1st time, younger jap girls have been persuaded to depart their households and input the manufacturing facility. Managing ladies focuses on Japan's interwar cloth undefined, studying how manufacturing facility managers, social reformers, and the kingdom created visions of a in particular jap femininity. Faison unearths that girl manufacturing unit employees have been developed as "women" instead of as "workers" and that this womanly perfect used to be used to strengthen labor-management practices, inculcate ethical and civic values, and improve a method for holding union actions and moves. In an built-in research of gender ideology and ideologies of nationalism and ethnicity, Faison indicates how this discourse on women's salary paintings either produced and mirrored anxieties approximately women's social roles in smooth Japan.
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Additional info for Managing Women: Disciplining Labor in Modern Japan
By the time paternalist practices started to be developed in earnest in the industry, Kanegafuchi Spinning was positioned to be a leader in these new forms of labor relations. Indeed, one of the company’s most important prewar leaders authored many of the key features of prewar paternalist practice. 23 He put into place a set of labor-management practices that became legendary throughout Japan’s textile industry, and he was chosen to be part of Japan’s ﬁrst delegation to the International Labour Organization in 1919.
The journalist and social researcher Yokoyama Gennosuke had juxtaposed the image of the female factory worker as ideal wife and mother with the specter of her sexual impropriety as early in 1899. In his famous analysis of Japan’s newly emergent “lower strata society,” he took an early stand against night work for women and girls, not only on the grounds that it could ruin their health but also because it promoted sexual promiscuity: “It is my belief that such scandals are a result of various opportunities abounding within the factories, but night work provides the setting for such scandals to take place.
Because of its associations with wage work, yoka suggested the specter of the working masses engaged in unspeciﬁed (and therefore uncontrolled) activities, and efforts were made to study, delineate, and thereby manage it. Textile companies countered the negative possibilities of yoka by offering (and sometimes coercing) their own activities for employees during their off-work hours. The kinds of activities offered to the female employees of some of the larger textile concerns—such as calisthenics, cultivation-group membership, training in ﬂower arrangement and tea ceremony—reﬂected at once efforts to inculcate a gendered national subjecthood and to frustrate attempts at labor organizing and collective action.