The Blubber

Japan has long been known for its intense work culture, often leading to issues like overwork, burnout, and limited personal time. But that mindset is beginning to shift—especially among younger employees—who are pushing back by embracing what's known as quiet quitting. According to a survey by Japanese recruitment firm Mynavi, around 45% of Japanese workers now engage in quiet quitting, where employees stick to only the essential duties of their job.

Although the term "quiet quitting" gained mainstream attention in 2022, it’s not a new phenomenon. As HR Brew previously reported, the approach gained more traction during the robust post-pandemic job market, when many workers re-evaluated their relationship with work.

Many respondents expressed satisfaction with this approach and said they plan to continue. Reasons varied, but common themes included a desire for a healthier work-life balance and a lack of motivation or connection to their career trajectory.

“Quiet quitting appears to be becoming the new standard,” Akari Asahina, a researcher with the Mynavi Career Research Lab, told the Japan Times. “As people’s values continue to diversify, companies must be open to those differences and adapt by offering more flexible work arrangements.”

Traditionally, Japanese workplace culture has emphasized collective success over individual recognition. That may explain why 32% of survey participants said they believe quiet quitting negatively impacts the organization.

Zooming out globally, similar trends are emerging. In the U.S., while employee turnover has slowed, 65% of workers report feeling “stuck” in their jobs, according to Glassdoor. That sense of stagnation can build frustration, leading more employees to disengage quietly. Currently, U.S. employee engagement is at its lowest point in a decade, as both workers and employers face economic uncertainty.

“I think we’ll see more stability once companies realize they need to rethink how they manage people—more frequent communication, clearer expectations, and greater predictability in the workplace,” said Jim Harter, chief scientist of workplace management and well-being at Gallup, in an interview with HR Brew earlier this year.

If you keep doing only the minimum for long enough, it might eventually redefine what “enough” means—down to just making it in on Monday.