agencies, and the role of public officials declined. 22 Subsequently, the long-term Abe administration since 2012 has further strengthened political leadership, which, combined with reforms such as the centralized management of executive officials, has led to a definitive dominance of the Prime Minister’s Office. The passive role of public officials lost its appeal, especially among the younger generation. The third reason is dissatisfaction with personnel management. Although there has been a shift to a merit system based on personnel evaluations, the seniority system based on the year of entry into the ministry still prevails for promotions, and there are few internal job openings. Young public employees are often given support jobs and are unable to take on major challenges. There are also concerns that the career system, which has been replaced by a new Fostering Courses for Executive Candidates and centralized management of executive officials, has made it difficult to see what the future holds in terms of career prospects 20 or 30 years from now. The needs of young people who want to grow through work, determine their own careers, and develop their own prospects are not being adequately met, resulting in a loss of human resources to private companies such as consulting firms. In order to eliminate the above-mentioned causes, we should reevaluate the administrative system on the basis of professionalism and political neutrality, and guarantee proper working conditions in line with the role of “servants of all citizens”. Excellent human resources are indispensable for a fair and impartial public administration based on a high level of expertise. The issue of securing human resources in the national public service has reached a critical juncture, as it will determine the future of public administration.
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