Generation Z revolutionizes traditional work culture in Japan

Generation Z in Japan is creating a radical shift in the country’s traditional work culture, challenging the intensive and hierarchical work model that has defined the Japanese workforce for decades. This new generation, born between the mid-1990s and early 2010s, prioritizes their personal well-being and mental health over unconditional dedication to work, an attitude that strongly clashes with the country’s traditional business expectations.

In past decades and for previous generations, a focus on work has been a central pillar of Japanese life. A strong work ethic prevailed, promoting long working hours and an almost unwavering loyalty to the company.

However, Generation Z is challenging these values ​​and demanding a healthier balance between their work and personal lives. This trend is evident in the nation’s rejection of traditional work practices and the search for conditions that allow them to enjoy greater flexibility and well-being.

A recent article in Genbeta revealed that the four-day work week, promoted by the Japanese Ministry of Labor as an alternative to the traditional marathon work days, has not had the expected success. Despite government approval, many companies and workers are reluctant to adopt this change due to the country’s deep-rooted work culture. The resistance to reducing working hours is also reflected in the difficulty that many employees face when submitting their resignation, due to a hierarchical structure that is often oppressive.

Hiroshi Ono, a professor of human resources at the Hitotsubashi University Graduate School of Business in Tokyo, has said that the traditional Japanese work model is in crisis. He explains that this situation is due to the emergence of a changing workforce.

The expectation of lifetime employment and long working hours is now colliding with a new demographic reality, where declining birth rates and limited influx of immigrants are reshaping the employment landscape. Meanwhile, Generation Z, which values ​​flexibility and work-life balance more, is forcing companies to reconsider their practices.

A survey conducted in 2024 found that only 21% of young Japanese are willing to work for the same company until retirement, compared to 35% who maintained this intention in 2014. The COVID-19 pandemic and global socio-economic upheaval are believed to have exacerbated this trend, leading young people to prioritise their mental health and wellbeing over long-term commitment to a single company.

In addition, the growing presence of foreign workers in Japan has led to the introduction of new work norms and expectations that contrast with the traditional Japanese model. Technological advancement has also accelerated change, as companies must quickly adapt and hire external staff to remain competitive in a constantly changing work environment and a context of labour shortages.

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Resistance to change is also reflected in hierarchical relationships within Japanese companies. While older generations accepted and regarded long overtime hours and working late into the night as part of their loyalty to the company, younger generations place more value on their personal time. This attitude has led to much criticism of young people, who are accused of being “thin-skinned” and of not understanding traditional work values.

It is worth noting that, while in Japan it is a phenomenon that is causing notable consequences in the world of work and is generating changes in traditional structures deeply rooted in society, this is a much broader global phenomenon that is not only related to Generation Z but also to the constant and increasingly rapid sociocultural development in the world.

The Tokyo Chamber of Commerce and Industry conducted a survey in March that found that 37.5% of human resource trainers believe young workers are “thin-skinned” and do not understand traditional values ​​and views on work. This perception reflects the growing gap between Gen Z’s expectations and established work norms.

Changes in work culture are also being reflected in the practices of some Japanese companies. For example, NEC has implemented informal virtual meetings where junior employees and executives communicate in a relaxed manner, which has helped reduce the traditional hierarchical barrier. Sumitomo Chemical encourages its junior employees to recommend books to executives as part of their training, fostering greater interaction and understanding across hierarchical levels.

Despite these efforts, Hiroshi Ono warns that many Japanese companies are still clinging to the traditional model and expecting employees to adapt to existing norms rather than change their approach. This obstinacy could limit the competitiveness of Japanese companies in an increasingly diversified and demanding global market.