Self-fulfillment through career: Next phase of Japan’s labor reform?

The Japanese are long known for working hard and long hours. We do not take long vacations. Many of us remain at desks beyond office hours, partly because everyone else does and partly because there is too much work to do. The shrinking population coupled with strict migration policies results in a labor shortage. The reform of the Japanese “way of work” has thus focused on encouraging time off and reducing working hours. Has it paid off? Are people happier in their workplace now?

Fulfilling work = happiness

A survey of the Japanese workforce between ages 25 and 54 has found that the more satisfied they are with work, the happier they feel in life. The finding is consistent across gender and employment type (regular and irregular contracts). The survey further indicates that those satisfied with work seem willing to endure a certain degree of hardships to gain promotions and awards or accept suboptimal wages and conditions if work is rewarding. They are also more eager to build capacity or develop expertise for social recognition.

In contrast, those who regard work merely as a source of paycheck, see no merit in competitiveness, or prioritize time for themselves and family members are less satisfied with their employment. In other words, those who value “the purpose of work” find more satisfaction than those who pursue “ease of work.”

Top-ranked firms as enriching workplace

The list of 100 firms rated as enriching workplace shows some interesting patterns. Firstly, the vast majority of them are in the IT and communication field.

Secondly, there are plenty of global corporations, such as Cisco Systems, DHL, American Express and Adobe. These firms have offered mentoring and leadership development programs, undertaken regular staff satisfaction surveys and award systems and introduced remote work options.

Thirdly, there is a small number of small and local start-ups rated highly in the traditional sectors, such as manufacturing and agriculture, outside urban areas. Their initiatives include company-sponsored staff travel and volunteer opportunities, in addition to monetary rewards, such as the flat-rate bonus system and preferential stock purchase options.

Next steps toward achieving social self-fulfillment

Despite its diligent and educated workforce, Japan’s labor productivity has fallen to the 30th place among 38 member states of the Organization for Economic Cooperation and Development, the lowest among the Group of Seven top economies. Analysts say that this is due to the lack of investment in human resources through such means as wage hikes.

As we look to the future, pouring more resources and incentives (e.g., financial and educational) into the labor market is indispensable. In doing so, business managers are encouraged to prioritize the well-being of their employees by not only accelerating the “ease of work” but also exploring the “purpose of work” in terms of their professional and social self-fulfillment.