In Japan, it’s not unusual to see office workers dozing off—on trains, in the office, or even during meetings. This isn’t necessarily a sign of laziness. Instead, it reflects deeper cultural habits and structural problems rooted in the nation’s employment system.

1. Chronic Sleep Deprivation Meets Cultural Acceptance

Many Japanese office workers live with persistent lack of sleep. Long commuting times, frequent overtime, and limited personal hours leave them exhausted. In this context, “inemuri” (napping in public or at work) becomes a coping mechanism rather than an act of negligence.

Japan’s relatively safe public environment also makes sleeping in public more socially acceptable. Even in offices, a brief doze can be perceived as a sign of dedication—proof that an employee has worked themselves to the point of fatigue.

From a cultural perspective, many Japanese grow up accustomed to sleeping in shared spaces with family. This can make the idea of resting around others feel natural, even in a professional setting.

2. Seniority-Based Employment: A Double-Edged Sword

For decades, Japanese corporations have operated under a system of seniority-based promotion and lifetime employment. This model provided employees with long-term job security in exchange for loyalty and years of service.

However, this stability has a hidden cost. Promotions and raises often depend on age and tenure rather than performance. Younger employees may feel less motivated to excel when they know their salaries will rise with time regardless of output. Senior employees may hold positions without actively contributing, simply because the system protects them.

Over time, this creates a workforce where a portion of employees have limited responsibilities, low productivity, and little incentive to change. The organization continues to carry them because removing them is far more difficult than in other countries.

3. The Difficulty of Firing a Full-Time Employee

In Japan, dismissing a permanent employee is legally and culturally challenging. Labor laws require that termination be both socially reasonable and objectively justified. Minor infractions or occasional naps are rarely enough to meet that threshold.

Companies are generally expected to investigate the cause of underperformance, offer support or reassignment, and document repeated problems before dismissal becomes an option. Even then, courts often favor the employee if the reasons are not clearly proven.

As a result, some companies find it less costly to leave low-performing staff in place, assigning them minimal duties rather than engaging in lengthy legal battles. This protects workers from unfair dismissal, but also allows unproductive employees to remain for decades.

4. My Perspective: Rethinking the System

Shift from Tenure to Merit
A hybrid model that blends long-term stability with performance-based rewards could revitalize workplaces. Recognizing and rewarding contribution, creativity, and skill development would encourage more engagement.

Promote Health Over Exhaustion
Instead of praising visible fatigue, companies could normalize flexible hours, rest breaks, and even short nap facilities. This would help employees sustain focus and health over the long term.

Reform HR Practices
Clearer performance metrics, regular feedback, and career coaching could reduce the number of employees who simply “wait out” their careers without contributing. This would also create more opportunities for ambitious younger workers.

5. A “Before and After” Scenario

Before:
Kenji, a mid-career employee, works long hours with little rest. His commute is over an hour each way. He often naps on the train, then fights drowsiness in meetings. He doesn’t feel urgency to improve his performance because his salary will rise with age regardless.

After:
Kenji’s company introduces flexible schedules and on-site nap rooms. Workload is measured by output, not time in the office. Kenji now rests strategically, works more efficiently, and is recognized for results rather than endurance.

Conclusion

Japan’s seniority-based employment system was once a source of stability, but in today’s rapidly changing economy, it risks fostering complacency and inefficiency. By balancing job security with performance incentives and healthier work practices, Japan can preserve loyalty while unlocking new levels of productivity and innovation.