The managers who reward “overtime” are the ones slowly rotting Japan’s corporate culture from within.
Read the original article (in Japanese):
Introduction – The Toxic Praise of 'Long Hours'
In many Japanese workplaces, those who leave on time are seen as unmotivated, while those who stay late are praised for their effort. But it’s time we face the truth:
Overtime is not a badge of effort—it’s a sign that something is missing.
Whether it’s poor planning, weak judgment, or flawed task design, the inability to complete work within standard hours exposes individual or organizational shortcomings.
And yet, the outdated mindset persists in Japanese companies: "Overtime equals dedication; long hours mean loyalty." What enables this? Managers who can only evaluate employees based on time—not outcomes.
The Three Types of Overtime – All Reflecting Immaturity
| Type | Cause | Individual Responsibility | Managerial Responsibility |
|---|---|---|---|
| Lack of Ability | Poor planning/judgment/execution | High | Medium |
| Financial Dependence | Living on overtime pay | High | Low (awareness needed) |
| Social Pressure | Atmosphere discourages leaving | Medium | High |
Lack of Ability – Skill Gap
Inability to finish work on time often indicates problems with prioritization, task management, or focus. It may not be entirely the individual’s fault, but “unfinished work” is a clear signal to reassess one’s capabilities.
Financial Dependence – Selling Time for Survival
Relying on overtime to make ends meet may reflect deeper issues—poor financial planning or weak career design. A lifestyle based on selling more time has no sustainable future.
Social Pressure – The Deepest, Dumbest Problem
Some stay late simply because others do. “The boss is here,” “My coworkers are still working”—this invisible pressure perpetuates a toxic culture. Over time, it creates a religion of hours, infecting future generations.
Time-Based Evaluation Is a Symptom of Managerial Incompetence
Behind the glorification of overtime lies one major flaw: managers who cannot evaluate performance based on results. Lacking insight, courage to delegate, and willingness to take responsibility, they rely on the only visible metric—time.
“Working long hours = motivated = loyal”
This distorted logic breeds environments where those who leave on time are seen as unreliable, while those who linger are labeled “safe.”
The Vicious Cycle of Weak Evaluation
Can't see employee results
↓
Lack skill to evaluate outcomes
↓
Resort to measuring time
↓
Equate long hours with loyalty
↓
High performers leave
↓
Only passive, time-bound workers remain
↓
Managers grow comfortable
↓
The organization decays
What Real Management Looks Like – Learning from Yoshihiro Katayama
Former bureaucrat Yoshihiro Katayama ended pointless late-night standby work during parliamentary sessions using skill and responsibility:
Forecasting: He could tell when it wasn’t necessary to stay.
Accountability: He declared, “If something happens, I’ll handle it myself.”
Outcome: Nothing went wrong—ever.
This is real management. Judging by decisions, not hours. Protecting team health and productivity through leadership—not control.
Conclusion – A Company That Rewards Overtime Becomes a Graveyard
Companies that continue to value overtime will eventually become environments ruled by presence over performance. Those who remain will be people who follow without thinking, not those who challenge and improve.
To prevent this decay, we must:
Create a culture that values outcomes, not hours
Encourage behavior-based, not atmosphere-based, evaluation
Empower leaders to praise those who leave on time
As long as “overtime means greatness” or “staying late means safety” persists, Japan’s productivity—and its future—will remain stagnant.
Read in Japanese↓
「残業」を評価する管理職が、日本の企業を腐らせ続けている（2025.6.18）
Read more articles (in Japanese)↓
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