Introduction

Modern Japan, one of the world's most developed countries, is characterized by an exceptionally dynamic pace of life, especially in its bustling metropolises. Employees, grappling with immense expectations from both their employers and society, often feel the pressure to dedicate more time to work at the expense of personal life. Long hours spent in offices, often surpassing the standard eight-hour workday, have become the norm for many, and for some, it even stands as a ritual defining their worth as an employee.

 

However, this relentless pursuit of efficiency and commitment in the workplace has a dark side. In Japan, the term "karoshi" has emerged, literally translating to "death from overwork." This term has become a symbol of the tragic consequences of an extreme overtime culture, where workers labor to the point of exhaustion, which in some instances leads to severe health issues or even death.

 

Although the issue of karoshi has been known in Japan for years, it's only recently that it has been widely discussed in the media and among society. A deepening understanding of the scale and gravity of this phenomenon leads to reflection on the real costs of long working days and overtime in one of the world's most overworked societies.

 

 

Roots of the Toxic Work Culture

Following the end of World War II, Japan, faced with massive reconstruction challenges, sought to achieve the status of an economic giant. In just a few decades, it transformed from a ravaged country into one of the world's leading economic powers. Central to this remarkable success was heavy investment in industry and a continually rising productivity rate. However, behind this economic miracle lay an increasing culture of overtime, where workers were expected to labor long after the official end of the workday, believing that such dedication would benefit both themselves and their employers.

 

At the core of this work culture was the ideal of the perfect worker – loyal, dedicated, and willing to sacrifice for the company's good. In Japan, where traditional collectivist values are deeply rooted, such a worker was seen as a role model. Striving to fulfill this ideal not only promoted a culture of long working hours but also led to societal pressure, making workers often feel they had to work longer hours to avoid being perceived as less valuable to their team or company.

 

In practice, this work culture had significant consequences for the everyday lives of the Japanese. While loyalty and dedication were prized, this often came at the expense of the workers' mental and physical health, their family and personal relationships, and overall quality of life. The paradox was that while Japan grew stronger as an economy, many were paying a steep price in terms of burnout, health issues, and – as the concept of "karoshi" showed – even the risk of death from overwork.

 

 

Toxic Employer-Employee Relations

In Japan's traditional work model, emphasis is placed more on the "input", that is, the amount of time and effort put into work, rather than necessarily the "output", or actual achievements or productivity. This tendency has deep roots in the country's work culture. Employers often value the number of hours worked over actual work outcomes. Extended working hours were traditionally seen as a sign of dedication and commitment to the company, with those staying in the office until late often being perceived as more valuable to the organization.

 

This concept of valuing "input" over "output" transforms workplace relationships, creating an atmosphere where the amount of time spent in the office outweighs actual work quality or efficiency. This model can lead to artificially extending working hours without a real need or benefit to projects or tasks. On one hand, employees might feel obligated to stay longer to not appear less committed; on the other, this could lead to reduced efficiency as workers may become more fatigued.

 

Another critical aspect of the toxic work culture in Japan is its strongly hierarchical structure, reflecting traditional social hierarchies. In such environments, employees are often hesitant to voice their opinions or needs, especially in the presence of higher-ranked superiors. This hierarchy can result in situations where workers don't feel comfortable expressing concerns or suggestions, subsequently impacting morale and productivity.

 

Hierarchy is deeply embedded in Japanese culture, not just in professional relationships. Respect for elders, authorities, and those with higher social or professional status is a fundamental element of this culture. In the workplace, this translates to younger employees often hesitating to contradict or express differing opinions against their senior colleagues or superiors.

 

 

Karoshi - The Tragic Consequences of Overwork

"Karoshi" is a Japanese term that translates to "death from overwork". This phenomenon has become increasingly common in Japan over the past few decades, with some workers, after working excessive hours, literally working themselves to death. Data from Japan's Ministry of Health, Labor, and Welfare indicates that many deaths are reported each year related to workplace stress and exhaustion. While official figures account for hundreds of cases annually, some experts suggest the real number might be much higher given the unreported or unclassified cases of "karoshi".

 

One of the most notable instances of "karoshi" was the tragic death of Matsuri Takahashi, a young employee at the Dentsu advertising agency in 2015. After logging over 100 hours of overtime in the month leading up to her suicide, the 24-year-old took her own life. Her story resonated loudly in Japan, shining a light on the grueling work conditions in some companies. Takahashi's family fought to have her death recognized as a result of overwork, ultimately leading to Dentsu being fined.

 

There are many such stories in Japan. In 2000, Kenji Hamada, a 47-year-old manager at a supermarket in Osaka, died of a heart attack after a series of long, grueling workdays. His family sued the company, with the court ruling his death was directly linked to overtime. Responding to these and other tragedies, the families of "karoshi" victims began to mobilize, demanding justice and changes in Japan's work system. Their advocacy ignited a broader debate on labor market reforms and the need for more sustainable work practices.

Although the Japanese government has taken steps to reduce overtime and promote a healthier work-life balance, many companies still maintain a culture of long working hours. The tragedies associated with "karoshi" serve as a stark reminder of the toll this culture takes on individuals, their families, and society at large.

 

 

Why are 16-hour workdays the norm?

Japanese work culture is among the most demanding in the world. For many Japanese, 16-hour workdays, though shocking to outsiders, are a grim reality. But how did this become the norm, and what are its consequences?

 

Structures and corporate expectations favoring long hours

Historically and currently, Japanese corporate expectations emphasize loyalty and dedication to the company. Traditionally in Japan, an employee would start working for a single company after college and stay there until retirement. This "lifetime employment" system created an environment where workers felt the need to display their dedication by working late hours, often without additional overtime pay. Furthermore, in the hierarchical nature of Japanese corporations, junior employees rarely leave before their seniors, leading to a culture of staying at the office late into the night.

 

The impact of long workdays on health, personal life, and family relations

Working 16 hours a day has dire implications for workers' health. Overwork can lead to chronic stress, exhaustion, heart issues, and even premature death, as seen in "karoshi" cases. Mental health also suffers, with high rates of burnout and depression among corporate workers in Japan.

 

Besides the physical and psychological impacts, the long hours affect workers' personal lives. Finding time to spend with family, nurture relationships, and even do basic household chores becomes a challenge. For many Japanese returning home after midnight, it means rarely seeing their children awake. Consequently, family relationships can suffer, resulting in increased divorce rates and feelings of isolation and alienation among family members.

 

The culture of long working hours thus deeply affects Japanese society, not just corporate workers. Addressing this issue requires deep reflection and reform across various layers of Japanese corporate and social structures.

 

 

Attempts at change and challenges

Japan has long grappled with its toxic work culture, leading to a growing call for reform. Modern times have seen both government and corporate initiatives aimed at reversing unhealthy trends and fostering a more balanced approach to work.

 

The Japanese government attempted to shift work culture through various initiatives and laws. One significant move was the launch of the "Work Style Reform Action Plan" by the Prime Minister's Office in 2016. This aimed to foster a more flexible work culture, promote work-life balance, and overall increase workplace productivity. Although the number of employers offering flexible working arrangements has increased since its introduction, many rigid aspects of work culture remain unchanged.

 

While many companies have responded positively to government initiatives, implementing flexible hours or remote work options, many remain entrenched in old, deep-rooted habits. This often stems from internal corporate structures emphasizing physical presence and long hours as proof of dedication. While some companies have embraced reform, many still face challenges in monitoring work hours, a primary concern cited by company managers.

 

Technology can play a pivotal role in transforming Japan's work culture. Digitization, remote work, and flexibility, which became more prevalent during the COVID-19 pandemic, have shown work can be just as effective outside the traditional office. However, while many companies have embraced technology for change, there's a risk of merely trading one extreme for another, with employees being always available due to technology, also leading to burnout. The key is to find a balance and use technology in a way that genuinely improves workers' life quality.

 

 

New Wave, Old Current: The Young Generation Facing Japan's Toxic Work Culture

The young generation of Japanese represents the key to the future of work culture in the country. With increased access to information, globalization, and an awareness of the health and social consequences associated with a toxic work culture, many young Japanese express a desire for change and are seeking more sustainable forms of employment. Many prefer flexible work conditions, such as remote work or more flexible hours, indicating a growing emphasis on work-life balance.

 

However, despite this positive shift, corporate structures, long-standing traditions, and social norms in Japan still pose challenges in achieving tangible changes. Many young workers feel the pressure to meet the expectations of parents, society, and companies that view long working hours as a sign of commitment and dedication.

 

As a result, even though the young generation is more aware and wants to break the cycle, many of these old patterns remain deeply ingrained. Japan is faced with the challenge of not just changing the work culture, but also the societal norms and expectations that still keep workers in a cycle of exhaustion and burnout. The country has a long way to go, and a real transformation will require more than just an awareness of the problem. It demands bold actions at multiple levels of society.