Japanese Working Culture:
Karoshi - “Death from overwork” is the culture of overworking in Japan which was first recognised by Japan's health minister in 1987.
Overworking can be easily identified as a norm in Japan, with workers taking on average only half their annual leave, Japan scored lowest among 19 countries and regions. In fact, 58% of Japanese workers stated “feeling guilty” as their main reason for not taking their entitled holiday leave in the 2018 Expedia report.
The lack of support for employees to take their entitled leaves might also have contributed to such phenomenon. It was reported that only 43% of employees, the lowest globally, stated that their employer was supportive of them taking leave.
This culture of overworking in Japan has resulted in several problems such as mental health issues which can be identified from the high suicide rates. In 2020 alone, the number of people committing suicide due to work related problems in Japan reached up to 1,918.
Definition Of A Salaryman
There are two definitions of a salaryman. Cambridge Dictionary defines it as a Japanese businessman who works very long hours every day.
Source: Cambridge Dictionary
However, there is also a cultural definition of a salaryman, where he is usually a corporate worker, often stereotyped to be male and works long hours (overtime), usually at the expense of their work-life balance and mental health. The worker would typically be ‘loyal’ to the company, where they would stay with the company from the day they graduate to their retirement.
What A Typical Salaryman Is Like In Japan
Salarymen are a group stereotypically associated with the Japanese work culture of hard work and absolute loyalty. But why do Japanese workers fall into this loop?
Sevakis (2017) writes:
(The) corporate life in Japan often holds at least the promise of lifetime employment, as well as a number of fringe benefits. Some offer corporate dormitories for low level employees, an in-house doctor's office, re-imbursed business expenses, and/or a pension. They are expected to work long hours; nights spent with their company are likely due to overtime and working to death is a thing that happens with alarming frequency.
Complete Loyalty To One Company and Working There Until You Retire – Is It Still The Trend Nowadays? What’s Wrong With It?
In today’s corporate world, careers and rewards have changed drastically. In the past, an employee can expect relatively faster progress and promotion within the company that would promise greater tangible rewards.
According to Ross Webber, a professor of management at the Wharton School, “the length of time to be promoted has doubled from the fast trackers going from 18-24 months in the ‘60s and ‘70s to four years or more today. Also, the mid-manager who started 20 years ago could expect to triple his or her pay in ten years. Today they are likely to double it in the same time frame”.
Furthermore, there is greater demand but less supply of available promotion positions. All these contribute to a huge change in what career advancement entails for employees.
Loyalty between the employee and the company is mutually dependent. According to the expectancy theory, employees will be motivated to be loyal if their performance obtains some valued outcome. However, if the company demands but does not deliver, why should they be loyal?
Here Is Some Food For Thought!:
Would you practice complete loyalty to 1 company and work there till you retire? Why or why not?
Share with us your thoughts and stand a chance to win a $5 Grab voucher!
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References
Demetrious, D. (2020). How the Japanese are putting an end to extreme work weeks. Retrieved from https://www.bbc.com/worklife/article/20200114-how-the-japanese-are-putting-an-end-to-death-from-overwork
Green, A. (2020). You don’t owe your company undying loyalty. Retrieved from https://slate.com/human-interest/2020/02/loyalty-work-employer-employee-relationship-like-a-family-run.html
Kettenhofen, L. (2021). Number of work-related suicides in Japan 2011-2020. Retrieved from https://www.statista.com/statistics/622325/japan-work-related-suicides/#:~:text=In%202019%2C%20over%201%2C940%20people,known%20phenomenon%20in%20Japanese%20society.
Weber, J., Driscoll, L., Brandt. R. 1990. Farewell fast track. Business Week (December 10), issue 3191, p. 192.
Webster, F. M. (1993). Loyalty: an outmoded concept? PM Network, 7(6), 30–32, 35. Retrieved from https://www.pmi.org/learning/library/employers-employees-no-longer-demonstrate-loyalty-5032
Thank you team for the insightful sharing! I feel that culture, development and people are important key factors in my consideration upon deciding to stay for long in a company. As much as loyalty is important between employers and employees, loyalty must be earned from both parties effort. Thus, if the company rewards me, takes care of me and develops me, I am likely to stay for long but not forever, Provided my strengths are able to complement and contribute to the company as well. Ultimately, I am a person who likes to seek for new experiences and grow by pushing boundaries. Thus, 10 years is the longest period I would foresee myself to be in a company.