On the global business stage, Japan has long been known for its “workaholic” culture. This culture not only shapes the international community’s impression of Japan, but is also deeply rooted in Japan’s social structure. Long working hours are seen as a symbol of dedication and hard work in Japan, affecting everything from the workplace to family life. However, in recent years, the negative impact of this culture of long working hours has become increasingly prominent, triggering extensive discussion and reflection from all walks of life. This article aims to delve into the historical roots, social impact, and recent reform measures of Japan’s long working hours culture. By analyzing this unique phenomenon, we can not only better understand Japanese society, but also provide valuable lessons for the optimization of global work culture.
The historical roots of Japan’s long-term overtime culture
The formation of Japan’s long-term overtime culture has deep historical roots, which can be traced back to the economic revival period after World War II. In the context of the post-war crisis, the Japanese people, with a sense of mission to rebuild their country, regard work as the key to personal and national rejuvenation. This attitude not only reflects the tenacity of the Japanese people, but also laid the psychological foundation for the subsequent long-working-hour culture. At that time, working overtime was not only regarded as necessary, but also endowed with the meaning of patriotism and became a common value orientation of the people.
As Japan entered a period of rapid economic growth (1960s-1980s), the culture of long working hours further solidified as the core concept of business operations. During this period, Japanese companies rose rapidly in the international market, and “Made in Japan” became synonymous with quality. In order to maintain a competitive advantage, companies generally require employees to invest more time and energy. At the same time, the prevalence of lifetime employment and seniority-based systems have caused employees to regard the company as their “second home” and voluntarily extend their working hours to show their loyalty. This corporate culture not only shaped Japan’s economic miracle, but also deeply affected the work concept of the entire society.
The bubble economy era (1986-1991) further exacerbated this trend. Beneath the surface of economic prosperity, companies and individuals have fallen into a state of over-investment. Working overtime is no longer just for improving productivity, but has become a symbol of social status and a tool for workplace competition. During this period, the term “death from overwork” began to appear, reflecting that the culture of long working hours had begun to have a serious negative impact on society.
However, the collapse of the bubble economy did not change this work culture, but rather exacerbated the problem to some extent. In the face of the economic downturn, many companies have chosen to maintain production by extending the working hours of existing employees rather than adding new jobs. Although this approach helped companies tide over the difficulties in the short term, it also led to further extension of working hours. At the same time, the increase in employment instability makes employees more inclined to work overtime to prove their value, forming a vicious cycle.
Japan’s culture of long working hours is not the result of a single factor, but the product of multiple historical, economic and social factors. It reflects Japanese society’s response strategies when facing challenges at different historical stages, and also embodies the Japanese people’s internalized professional ethics and sense of social responsibility.
Social and cultural factors of long working hours culture
Japan’s long working hours culture not only stems from historical factors, but is also deeply rooted in its unique social and cultural soil. Collectivism and harmonious culture are the core forces shaping this phenomenon. In Japan, individuals are often viewed as part of a group rather than as an independent individual. This concept is reflected in the workplace as employees tend to maintain a consistent work rhythm with their colleagues, and even if their personal tasks have been completed, they are reluctant to leave alone to avoid destroying team harmony. This invisible pressure makes working overtime a collective behavior rather than an individual choice.
The proverb “The nail that sticks out is the first to be hammered” vividly reflects Japanese society’s attitude towards outstanding individual performance. In the workplace, this mentality leads to employees deliberately avoiding being different, including in their working hours. Even if the more productive employees complete their tasks, they may choose to stay in the office to avoid being seen as mavericks. This behavioral pattern not only strengthens the culture of long working hours, but also inhibits the improvement of work efficiency and the development of innovative spirit to some extent.
The prevalence of “root theory” (willpower theory) in the Japanese workplace provides another layer of psychological support for the long working hours culture. This idea emphasizes overcoming difficulties and achieving goals through perseverance and continuous efforts. In the workplace environment, this concept makes long working hours beautified as a process of exercising will and improving oneself. Employees often regard overtime as an opportunity to prove their abilities and dedication, rather than as a simple extension of work. This perception not only reinforces the culture of long working hours but also gives it a positive meaning, making it more difficult to change.
The “social animal” phenomenon is a concentrated expression of Japan’s extremely loyal workplace culture. This term combines “members” (company employees) with “livestock” and vividly describes the almost blind loyalty and attachment of some employees to the company. These employees dedicate their personal lives entirely to their work and even take pride in it. The phenomenon of “social animals” not only reflects the extremeness of Japan’s traditional workplace culture, but also reveals the serious impact of long-term overtime on personal physical and mental health and social relationships. It is the result of a combination of factors including collectivism, avoidance of standing out, and the cult of willpower.
These sociocultural factors are not static. With the acceleration of globalization and the changes in the values of the new generation, traditional work concepts are facing unprecedented challenges. More and more young Japanese are beginning to question the rationality of the long working hours culture and pursue a better work-life balance. This ideological change provides Japanese society with an opportunity to change the culture of long working hours, but it also highlights the intergenerational conflicts and cultural adjustment issues that may be faced during the reform process.
Understanding these deep-seated sociocultural factors is crucial to fully grasping the essence of Japan’s long working hours culture. It reminds us that to truly change this deeply ingrained way of working, we cannot rely solely on superficial policy adjustments, but also require in-depth changes from a cultural and psychological level. This change is not only related to the improvement of work efficiency, but also involves the reshaping of the entire social value concept. It is a long-term and complex process.
Japanese enterprise system’s promotion of long working hours
Japan’s long working hours culture is not only affected by social and cultural factors, but also the corporate system plays an important role in it. The lifetime employment system and the seniority-based system have long been features of Japanese companies. These two systems have profoundly affected employees’ work attitudes and the way companies operate. Lifetime employment provides employees with a stable working environment, but it also increases employees’ sense of dependence and responsibility on the company. Employees tend to tie their careers closely to a company and are more willing to invest extra time and energy in order to maintain long-term career development. The merit-based serial system emphasizes seniority and working years, which makes employees pay more attention to their long-term performance in the company, including the investment of working time, in order to obtain opportunities for promotion and salary increases.
The emphasis on working hours in corporate evaluation systems is another key factor driving long working hours. When many Japanese companies evaluate employee performance, they not only consider work results, but also pay special attention to the length of working hours. This type of evaluation results in employees tending to work longer hours, even though actual productivity may not increase. Spending long hours in the office is seen as a sign of professionalism and conscientiousness, becoming an important way to gain good reviews and career advancement opportunities. This evaluation system virtually encourages the formation and continuation of an overtime culture.
The “fu き合い” (social entertainment) culture in the workplace is a phenomenon unique to Japanese companies, and it plays a subtle but important role in promoting long working hours. This culture requires employees to engage in social activities with colleagues or customers outside of normal working hours, such as drinking and dining. While these activities help strengthen relationships and team cohesion, they also significantly increase employees’ actual working hours. More importantly, this culture blurs the boundaries between work and personal life, making it difficult for employees to completely disconnect from work, further strengthening the culture of long working hours.
The overtime subsidy system is a measure for Japanese companies to deal with long working hours, but its impact is two-sided. On the one hand, overtime subsidies provide employees with additional economic income, compensating them for their extra labor to a certain extent. This system is intended to protect the rights and interests of employees, but in fact it may have the opposite effect. Some employees actively choose to extend their working hours in order to obtain more overtime subsidies. On the other hand, it is more economical for companies to pay overtime subsidies than to hire new employees, which makes companies tend to maintain the existing long working hours model rather than increasing manpower or improving work efficiency.
The combined effect of these corporate systems not only reinforces the culture of long hours but also makes it a cycle that is difficult to break. Employees choose to work overtime for career development and economic benefits, and companies maintain operations and control costs in this way, forming an interdependent relationship. However, the long-term existence of this model has also brought about many problems, such as low work efficiency, damage to employees’ physical and mental health, and insufficient innovation.
In recent years, as society has paid more attention to work-life balance and the government has paid more attention to the issue of long working hours, some Japanese companies have begun to try to reform these systems. For example, introduce a more flexible work system, change the evaluation system to focus more on efficiency rather than time, limit overtime, etc. Although these reforms face resistance from traditional culture and existing interest patterns, they also provide the possibility for the transformation of Japanese workplace culture.
Understanding the role that Japan’s corporate system plays in promoting long working hours can help us grasp the complexity of this issue more fully. It reminds us that to effectively change the culture of long working hours requires not only a change in personal concepts, but also a comprehensive adjustment of corporate systems and evaluation systems. This is a systematic project that requires the joint efforts of governments, businesses and individuals.
The multi-faceted impact of long working hours culture on Japanese society
The culture of long working hours has had a profound and complex impact on Japanese society, involving health, family, economy, social psychology and population. Among them, the most serious ones are health problems, especially the phenomenon of “death from overwork” (karoshi). Karoshi is not only a medical term, but also a pain point in Japanese society. Long-term overwork leads to overdraft of employees’ physical functions, leading to fatal diseases such as heart disease and cerebrovascular disease. There are countless cases of people losing their lives due to overwork every year. This not only causes irreparable personal and family losses, but also triggers the whole society to reflect on the way we work. The existence of death from overwork reflects the serious problem of Japanese society neglecting personal health and the value of life in the pursuit of economic development.
The negative impact of a culture of long working hours on family life cannot be ignored either. Excessive working hours severely reduce the time employees spend with their families, leading to alienation in marital relationships and indifference in parent-child relationships. Many Japanese office workers find it difficult to participate in their children’s upbringing and miss out on important family moments. This not only affects the quality of life of individuals, but also leads to wider social problems. For example, the lack of a father’s role may affect the healthy growth of children, and the imbalance between work and family also causes many people to postpone or give up plans to start a family.
From an economic perspective, the culture of long working hours paradoxically did not bring about the expected high efficiency. On the contrary, Japan’s labor productivity is at a low level among developed countries. Working long hours does not equate to efficient work, and excessive fatigue reduces employees’ work efficiency and creativity. In addition, a culture of long working hours inhibits the development of innovative capabilities. Employees are busy completing daily tasks and find it difficult to have time and energy for innovative thinking or skill improvement. This situation not only affects personal career development, but also restricts the transformation and upgrading of the Japanese economy and the improvement of international competitiveness from a macro perspective.
The culture of long working hours has also caused a series of social and psychological problems. Long-term work stress and life imbalance have led to an increase in mental health problems such as depression and even pushed up suicide rates. Japan’s suicide rate has long been high, with workplace stress being one of the main reasons. These mental health problems not only bring great pain to individuals and families, but also increase the social medical burden and affect social harmony and stability.
Even more far-reaching is the impact of long working hours culture on Japan’s demographic problems. Japan is facing a serious problem of low birth rate, and the culture of long working hours is undoubtedly one of the important driving forces. Long working hours make it difficult for young people to balance work and childcare, and many choose to postpone marriage or give up having children. Even married couples often find it difficult to take care of children due to busy work schedules, which further reduces the desire to have children. Low fertility rates have led to an aging population, posing huge challenges to Japan’s social welfare system and economic development.
These multifaceted impacts of long working hours culture on Japanese society are interrelated and cause and effect. Health problems affect work productivity, family problems exacerbate mental health problems, and these factors work together to ultimately be reflected in demographic structure and economic development. Addressing these issues requires fundamental changes in work culture and social values. In recent years, the Japanese government and companies have realized the seriousness of this problem and have begun to take various measures, such as promoting “working style reforms”, setting overtime limits, and encouraging telecommuting. However, long-term efforts and the participation of the whole society are still needed to truly reverse the long-term culture and habits.
Understanding the multifaceted impact of long working hours culture on Japanese society not only helps us understand the complexity and severity of this problem, but also provides important reference for other countries and regions facing similar challenges. It reminds us that while pursuing economic development, we cannot ignore the importance of personal health, family happiness and social harmony. Only by achieving a work-life balance can we ensure the sustainable development of society.
Japanese government’s reform measures
Faced with the many social problems caused by the long working hours culture, the Japanese government has adopted a series of reform measures in recent years, the most eye-catching of which is the “Working Style Reform” bill. This bill is an important policy launched during the Shinzo Abe administration and aims to fundamentally change Japan’s work culture. The core contents of the bill include strict limits on overtime hours, the implementation of the principle of equal pay for equal work, and the encouragement of flexible work systems.
In terms of overtime limits, the bill clearly stipulates the upper limit of monthly overtime hours, which in principle shall not exceed 45 hours, and the annual total shall not exceed 360 hours. For special periods, a hard upper limit of no more than 100 hours is also set. This regulation directly targets the long-standing problem of excessive overtime in Japan and aims to protect the physical and mental health of employees and prevent death from overwork. However, the implementation of this regulation also faces challenges, such as how to implement it effectively without affecting business operations, and how to change the long-term overtime culture.
The introduction of the principle of equal pay for equal work aims to eliminate unfair treatment between formal employees and informal employees (such as dispatch workers and part-time workers). This measure will not only help improve the work enthusiasm of informal employees, but may also prompt companies to reconsider the allocation of human resources, thereby improving overall work efficiency. However, the implementation of this principle has also brought cost pressures to enterprises, and they need to find a balance between protecting the rights and interests of employees and maintaining the competitiveness of enterprises.
Encouraging flexible working is another important aspect of the bill. This includes promoting models such as telecommuting and flexible working hours, aiming to improve work efficiency while allowing employees to better balance work and personal life. The outbreak of the new crown epidemic has accelerated this trend to some extent, forcing many Japanese companies to quickly adapt to the remote working model. This transformation not only tests the management capabilities of enterprises, but also brings challenges to Japan’s traditional face-to-face work culture.
In addition to the “Work Style Reform” bill, the Japanese government also launched the “High-efficiency Leave” (プレミアムフライデー) plan. This program encourages companies to leave work early on the last Friday of each month, aiming to stimulate consumption while improving employees’ work-life balance. However, the implementation effect of this plan is not ideal, and many companies and employees have difficulty changing their inherent working patterns, highlighting the difficulty of reforming a long-working-hour culture.
In order to promote the concept of work-life balance more broadly, the Japanese government has also launched a series of public awareness campaigns. Through various media channels, these campaigns promote the importance of shorter working hours, more vacations, and the positive impact of balancing work and family life on personal well-being and social development. Although such soft measures are difficult to achieve immediate results, they play an important role in changing social attitudes in the long term.
In recent years, the Japanese government has also vigorously promoted digital transformation policies, which has had a significant impact on improving work efficiency. Through the introduction of technologies such as artificial intelligence and big data analysis, many tasks that traditionally require long-term manual operations can be simplified or automated. Digital transformation not only improves work efficiency, but also provides technical support for new work models such as remote working and flexible working hours. However, this process has also brought about new challenges, such as the digital divide and changes in employment structure, which need to be addressed by the government and enterprises.
These reform measures taken by the Japanese government reflect its emphasis on the cultural problem of long working hours and its determination to change it. However, changing an entrenched work culture is no easy task. The effectiveness of these measures remains to be tested over time, and requires the active cooperation of enterprises and individuals. More importantly, these reforms involve not only changes in working methods, but also changes in the values of society as a whole. How to achieve a healthier and more balanced working lifestyle while maintaining economic competitiveness remains a major challenge facing Japanese society.
The implementation process and effects of these reform measures are not only of great significance to Japan itself, but also provide valuable experience and lessons for other countries and regions facing similar problems. It reminds us that solving the problem of long working hours culture requires the joint efforts of governments, businesses and individuals, and it also requires finding a balance between efficiency, welfare and social values.
Reform attempts at the enterprise level
Against the background of the Japanese government’s promotion of “work style reform”, reform attempts at the enterprise level are also constantly advancing, with large enterprises playing an important pioneering role. Leading Japanese companies, represented by Toyota and SoftBank, took the lead in implementing a series of innovative measures within their organizations, setting a benchmark for the entire industry.
As a giant in Japan’s manufacturing industry, Toyota Motor Corporation has been committed to improving work efficiency and employee welfare. The company launched a “work from home day” program that allows employees to work from home one day a week. Not only does this reduce employees’ commuting time, it also increases work flexibility. At the same time, Toyota has also implemented a “flexible work system” to allow employees to flexibly arrange their working hours according to their personal circumstances and work needs. Not only did these measures improve employee satisfaction, they also led to unexpected productivity gains.
SoftBank Group has taken a more aggressive approach. Company CEO Masayoshi Son has launched the “extra working hours system” to encourage employees to complete their work efficiently in a shorter period of time instead of working inefficiently for a long time. The system includes higher hourly wages but limits daily working hours, aiming to incentivize employees to be more productive. Although this approach encountered some skepticism and resistance in the early days, it ultimately proved to be effective in improving employee motivation and efficiency.
However, compared to large enterprises, SMEs face more challenges when implementing work style reforms. These companies often have limited resources and are unable to invest large amounts of money in systemic reforms like large companies. In addition, small and medium-sized enterprises usually have leaner staffing, and reducing working hours may directly affect business operations. Faced with these challenges, some small and medium-sized enterprises have adopted flexible response strategies. For example, improve work efficiency by introducing automation technology, or implement a job sharing system to allow multiple employees to share the work of a full-time position. There are also some companies that choose to cooperate with other small and medium-sized enterprises to jointly develop and use human resource management systems to reduce costs.
Emerging businesses, especially technology startups, have been more proactive in introducing innovative working models. These companies are not bound by traditional corporate culture and are more likely to accept and implement new ways of working. For example, some companies implement a “full result-oriented” work evaluation system, which no longer uses the length of working hours as the assessment criterion, but focuses on the actual output and contribution of employees. Some companies have introduced an “unlimited vacation” policy, allowing employees to arrange their own vacation time on the premise of completing work tasks. These innovative practices not only attract young talents, but also provide new ideas for the reform of traditional enterprises.
Teleworking has been an important direction of Japanese corporate reform in recent years, and has been widely promoted especially during the COVID-19 epidemic. However, the implementation of this working model in Japan also faces considerable resistance. First of all, Japan’s traditional work culture emphasizes face-to-face communication and teamwork, and many managers are worried that remote working will affect team cohesion and work efficiency. Secondly, the living conditions of Japanese families are generally relatively small, which is not conducive to working from home. In addition, the IT infrastructure and digitalization level of Japanese companies are uneven, making it difficult for some companies to quickly adapt to the technical needs of remote working.
Still, telecommuting is making some headway in Japan. Some companies are gradually adapting to this new work model by investing in digital infrastructure, training employees in remote working skills, and adjusting performance evaluation systems. At the same time, the government is also actively promoting relevant policies, such as encouraging companies to invest in teleworking technology and improving relevant laws and regulations to create a more favorable teleworking environment.
Japanese companies are making diversified attempts to reform work methods. The pioneering role of large enterprises, the flexible response of small and medium-sized enterprises, the innovative models of emerging enterprises, and the gradual promotion of remote working together constitute a diversified scene of Japanese enterprise reform. Although these reform attempts face many challenges, they also bring hope for Japanese society to gradually move away from the culture of long working hours. In the future, with the advancement of technology and changes in concepts, these reform measures are expected to be more widely promoted and implemented in depth, thereby promoting a fundamental change in Japan’s work culture.
Suggestions and future prospects for Japanese companies going overseas
Japanese companies face the challenge of balancing local culture and globalization needs in the process of internationalization. For Japanese companies going overseas, it is crucial to understand and adapt to working styles in different cultural backgrounds. At the same time, it is also necessary to promote necessary changes while maintaining the characteristics of Japanese companies.
Understanding and adapting are the first issues that Japanese companies need to consider when going overseas. Japan’s culture of long working hours may not be accepted in many countries, so companies need to flexibly adjust their management methods. For example, in European and American countries, more emphasis can be placed on result orientation rather than process orientation, giving employees more autonomy. At the same time, Japanese companies can also integrate some of their excellent characteristics, such as attention to detail and teamwork spirit, into the local culture. This kind of cultural integration can not only improve work efficiency, but also enhance the international competitiveness of enterprises.
In terms of system innovation, Japanese companies going overseas need to establish an efficient work system that is suitable for Japan’s national conditions and can adapt to the international environment. This may include introducing more flexible working arrangements, such as flextime or a compressed work week; promoting a more transparent and fair performance appraisal system that values employees’ actual contributions rather than hours worked; and establishing flatter organizational structures to improve Decision-making efficiency. At the same time, companies can also consider introducing some advanced foreign management concepts, such as the Objective and Key Results (OKR) management method, to improve the team’s goal consistency and work efficiency.
Technology application is an important means to improve work efficiency. Japanese companies should actively embrace digital transformation and use advanced technologies such as artificial intelligence and big data analysis to optimize business processes and improve work efficiency. For example, through the introduction of intelligent office systems, electronic management of documents can be achieved to reduce unnecessary paper document processing time; collaboration software can be used to improve remote office efficiency; and AI assistance tools can be used to simplify daily routine work. These technology applications not only increase work efficiency but also create more time for employees to focus on innovation and high-value work.
Employee care is an aspect that Japanese companies need to pay special attention to. Long-term overwork can lead to physical and mental health problems for employees, affecting work efficiency and quality of life. Therefore, Japanese companies going overseas should establish a complete employee health management system, including regular physical examinations, psychological counseling, stress management training, etc. At the same time, employees are encouraged to maintain a work-life balance, such as providing paid vacations and setting up “no overtime days”. Companies can also consider introducing the role of “workplace health manager” to be responsible for the physical and mental health management of employees.
Japanese work culture is likely to evolve towards a more flexible, efficient and user-friendly approach. Telecommuting and flexible working systems may become the norm; work evaluation systems may focus more on results rather than processes; companies may pay more attention to employees’ innovation capabilities and personal development. At the same time, as the problem of population aging intensifies, Japan may pay more attention to improving labor productivity, which will further promote the reform of working methods.
From an international perspective, Japan’s experience in dealing with long working hours culture has important implications for global work culture reform. The challenges faced and measures taken by the Japanese government and enterprises in promoting work style reform provide valuable reference for other countries facing similar problems. For example, issues such as how to improve employee welfare while maintaining economic competitiveness, how to use laws, regulations and policy guidance to promote corporate reform, and how to balance efficiency improvements and cultural traditions are all topics of universal significance.
In addition, the overseas practices of Japanese companies also provide examples for the integration of global work cultures. It shows how to adapt to the needs of globalization while maintaining its own cultural characteristics, and how to establish an effective management model in different cultural backgrounds. This experience not only helps improve the international competitiveness of Japanese companies, but also contributes to building a more diverse and inclusive global work culture.
In general, when facing the cultural problem of long working hours, Japanese companies going overseas need to make efforts in understanding and adaptation, system innovation, technology application and employee care. In the future, Japanese work culture is likely to move towards a more balanced and efficient direction. This process is not only related to the development of Japanese companies themselves, but will also provide important reference for the reform of global work culture. In this era of increasing globalization, Japanese companies have the opportunity to become leaders in work culture innovation and make important contributions to building a healthier and more efficient global work environment.
