Japan, a nation known for its intense work culture—so much so that it has a term for literally working oneself to death, “karoshi”—is now grappling with a labor shortage and encouraging a shift toward four-day workweeks. Despite government support since 2021, only about 8% of companies currently allow employees to take three or more days off weekly, while 7% still adhere to the legally mandated single day off, according to the Ministry of Health, Labor and Welfare.
In an effort to increase participation, particularly among small and medium-sized businesses, the government launched the “hatarakikata kaikaku” (innovating how we work) campaign, which promotes shorter hours, flexible work arrangements, and overtime limits. The labor ministry offers free consulting, grants, and success stories to incentivize companies. However, only three businesses have sought advice on implementing these changes, highlighting the initiative’s challenges.
Panasonic Holdings Corp., one of the few large companies offering a four-day workweek, reports that just 150 of its 63,000 eligible employees have opted for the reduced schedule. This tepid response reflects Japan’s deeply ingrained work ethic, often seen as instrumental in the country’s post-war economic growth.
Despite the introduction of shorter workweeks, conformist pressures remain strong. Many workers hesitate to take vacations outside customary periods, like the Bon holidays and New Year, to avoid being perceived as neglectful. Unreported, unpaid “service overtime” also persists, despite legal restrictions on working hours.
Japan’s “work style reform” comes amid a sharp decline in the working-age population, projected to drop from 74 million to 45 million by 2065. Advocates argue that a three-day weekend could encourage more diverse participation in the workforce, particularly for parents, caregivers, and retirees seeking flexibility.
While companies like Spelldata, Fast Retailing Co., and SMBC Nikko Securities have adopted four-day schedules, critics argue that reduced hours often come with reduced pay. Nonetheless, there are signs of changing attitudes. Only 6% of Japanese workers reported being engaged at work in a recent Gallup survey, one of the lowest rates globally, suggesting a growing disconnection from traditional work norms.
For some, like Kanako Ogino, president of NS Group, offering flexible work options is essential, especially in the service industry, where women are the majority. NS Group provides various scheduling patterns, including four-day weeks, to accommodate individual needs. “The view in Japan was: You are cool the more hours you work, putting in free overtime,” Ogino reflects. “But there is no dream in such a life.”
Despite cultural resistance, Japan’s ongoing efforts to transform its work culture may be crucial in addressing its labor shortages and supporting a healthier work-life balance for its citizens.
Source: AP
