Among the important economic and social challenges Japan faces in the twenty-first century are its decreasing birthrate and aging population, which are expected to impact workforce shortages. Efficiencies in technology and reductions in unemployment may temporarily alleviate the pending shortage; however, long-term solutions are likely to require some social adjustments. Staley (2002) noted that increased employment
participation rates for women in Japan would go a long way toward addressing projected workforce shortages, particularly in large organizations and managerial roles. As women assume more numerous and substantial roles in the Japanese workforce (Gelb 2000; Renshaw 1999), there is a need to develop a deeper understanding about gender-based
distinctions with respect to motivation in this context.