Announcement of Analysis Results from the 'Survey on Attitudes Toward Working Hours and Holidays'

Recruit Management Solutions Co., Ltd. (Headquarters: Minato-ku, Tokyo; President and CEO: Jun Yamazaki; hereinafter "the Company"), which supports the resolution of management and HR challenges and the advancement of business and strategy for organizations, has jointly conducted the 'Survey on Attitudes Toward Working Hours and Holidays' with Nikkei Business Publications, Inc. (Headquarters: Minato-ku, Tokyo; President, CEO: Tetsuya Iguchi), publisher of the magazine "Nikkei Business." The survey targeted regular employees at companies with 100 or more employees, aiming to understand their preferences and realities regarding working hours and holidays, and to analyze how these factors relate to job and workplace satisfaction and attitudes toward work.

[Executive Summary]

・Regarding desired working hours, about half of respondents said "current hours are fine," over 40% said they want shorter hours, and fewer than 10% want longer hours (Figure 1).

・The top reason for wanting longer hours was "to earn overtime pay" (over 50%), while the top reasons for wanting shorter hours were "to protect mental and physical health" and "to have time for hobbies, leisure, and recreation" (Figures 2, 3).

・When choosing an employer, securing holidays is prioritized more than working hours (Figure 4).

・While utilization of annual paid leave is increasing, work-related tasks and communications outside working hours and on holidays still persist (Figure 5).

・The factor most influencing satisfaction with company and workplace is "compensation and salary," followed by "workplace interpersonal relationships" and "job content" (Figures 6, 7).

・Those who wish to work fewer hours than currently tend to have generally lower levels of satisfaction (Figures 8, 9).

The survey suggests that preferences regarding working hours are not merely about length, but are closely tied to overall job and workplace satisfaction. To create an environment where employees want to continue working, it is essential to go beyond managing working hours and focus on comprehensive workplace improvements, including enriching job content, fostering positive interpersonal relationships, ensuring appropriate compensation, and facilitating easier access to leave. We hope this survey contributes to discussions on future workstyles and workplace design.

1. Comment from the Survey Team

Recruit Management Solutions Co., Ltd.

Institute of Organizational Behavior

Senior Researcher

Kumiko Butou (Kumiko Butou)

This survey revealed two key insights about working hours and holidays. First, people's desired working hours and their reasons for those preferences vary. While some want shorter hours and others want longer hours, these seemingly opposite preferences share common ground: the top reason for wanting longer hours is to earn overtime pay, while top reasons for wanting shorter hours relate to securing leisure time and protecting mental and physical health. In this sense, both preferences stem largely from personal circumstances rather than intrinsic job satisfaction or career growth.

Second, holidays are considered a fundamental aspect of employment conditions. Around 80% of respondents consider having access to annual paid leave and a two-day weekend as essential working conditions, suggesting these are no longer seen as preferences but as basic expectations.

Currently, revisions to the Labor Standards Act are under discussion by the government. Given anticipated changes in organizational structures and work environments—such as the advancement and widespread adoption of AI—these discussions are becoming increasingly complex. We hope that such policy deliberations will be grounded in a deep understanding of evolving work environments and the needs of both organizations and workers.

2. Survey Results

Desired working hours: About half prefer current hours, over 40% want shorter hours, and fewer than 10% want longer hours (Figure 1)

Approximately 46.9% of respondents said they are satisfied with their current working hours, while 45.3% (combined "want to work fewer hours" and "somewhat want to work fewer hours") expressed a desire for shorter hours. In contrast, only 7.8% (combined "want to work longer hours" and "somewhat want to work longer hours") want longer hours, indicating that a preference for long working hours is in the minority.

Figure 1: Desired Working Hours

Reasons for wanting longer hours: Over half cited "to earn overtime pay"; reasons for wanting shorter hours: "to protect mental and physical health" and "to have time for hobbies, leisure, and recreation" ranked highest (Figures 2, 3)

The most common reason for wanting to work longer hours was "to earn overtime pay" (53.7%). In contrast, reasons such as "I enjoy my current job" (17.7%) and "I enjoy my workplace" (12.1%) were relatively low.

For wanting shorter hours, "to protect mental and physical health" (56.3%) ranked highest, followed by "to have time for hobbies, leisure, and recreation" (47.6%).

Meanwhile, reasons related to engaging in work outside the primary job—such as "to improve knowledge, experience, skills, or techniques unrelated to current work" (9.5%), "to pursue side jobs or multiple jobs" (8.5%), or "because current workload is light" (5.7%)—were relatively rare.

⇒ These results suggest that employee preferences regarding working hours are shaped not simply by a desire for more or less work, but by a balance between income security and health/lifestyle enrichment. Notably, economic factors rather than job enthusiasm appear to drive the desire for longer hours, while those wanting shorter hours prioritize health and quality of life. Employers should therefore design flexible work systems that consider not just hours, but the underlying motivations behind employees' workstyle choices.

Figure 2: Reasons for Wanting to Work Longer Hours

Figure 3: Reasons for Wanting to Work Shorter Hours

When choosing an employer, securing holidays is prioritized more than working hours (Figure 4)

When assessing the importance of working conditions in choosing an employer, "easy access to annual paid leave" (81.9% combined "very important" and "somewhat important") and "having a two-day weekend" (77.8%) ranked particularly high, both approaching 80%.

Next were "no need for work on holidays or after-hours" (70.3%) and "weekends and public holidays are off" (69.5%), both around 70%.

⇒ These results suggest that having guaranteed holidays and the ability to take leave when needed are now considered fundamental employment conditions.

Figure 4: Importance of Working Hours and Holidays in Employment Conditions

Annual paid leave utilization is improving, but after-hours and holiday work responses still exist (Figure 5)

Regarding current work practices, 78.3% of respondents (combined "applies" and "somewhat applies") reported being able to take annual paid leave on their preferred dates, indicating that access to this key employment condition is generally being met.

However, after-hours and holiday work responsibilities still persist: 30.7% said they sometimes need to handle work tasks after work or on holidays; 25.9% receive non-urgent work-related messages from colleagues after hours or on holidays; and 21.7% receive similar non-urgent messages from clients or external parties.

On the other hand, 30.6% reported that they disconnect from company communication tools (PC, smartphone, etc.) after work or on holidays, or choose not to view or respond to messages.

⇒ These findings suggest that while access to annual paid leave is reasonably established, after-hours and holiday work communications remain a challenge, potentially undermining rest and recovery. Amid growing attention to work-style reforms and the "right to disconnect," it is increasingly important not only to ensure leave access but also to create environments where employees can properly disengage from work outside working hours.

Figure 5: Current Work Practices

The factor most affecting company/workplace satisfaction is "compensation and salary," followed by "workplace interpersonal relationships" and "job content" (Figures 6, 7)

When asked about factors affecting satisfaction with their company or workplace—including but not limited to working hours and holidays—the most frequently cited was "compensation and salary" (64.7%), followed by "workplace interpersonal relationships" (54.9%) and "job content" (44.7%).

"Holidays" (29.4%) and "working hours" (23.5%) were also mentioned by a notable portion of respondents.

In contrast, factors such as "prospects or opportunities for personal growth" (5.7%), "prospects or opportunities for promotion" (4.0%), and "company growth potential" (3.1%) received relatively few responses.

Figure 6: Factors Affecting Satisfaction with Company or Workplace

In terms of actual satisfaction levels, "holidays" scored relatively high, with 60.3% reporting they are "satisfied" or "somewhat satisfied."

However, "compensation and salary," the top factor affecting satisfaction, had a satisfaction rate of only 39.5%, indicating a gap between its high importance and relatively low satisfaction.

Similarly, satisfaction with "workplace interpersonal relationships" (2nd in impact) and "job content" (3rd in impact) was only slightly above 50%, suggesting these highly valued aspects are not fully met.

⇒ While statutory holidays and annual paid leave—key factors in job selection—are generally met in practice, satisfaction with compensation, interpersonal relationships, and job content remains insufficient. Compensation is inherently something where "more is better," and as pay increases, so may the threshold for feeling satisfied, making this gap somewhat inevitable. Meanwhile, "workplace interpersonal relationships," though not a formal employment condition, plays a crucial role in actual workplace satisfaction.

Figure 7: Current Satisfaction Levels Regarding Factors Affecting Company or Workplace Satisfaction

Those who want to work fewer hours generally report lower satisfaction levels (Figures 8, 9)

Using the same question on desired working hours from Figure 1, respondents were divided into three groups: those who want to work longer hours ("want to work longer" or "somewhat want to work longer"), those satisfied with current hours, and those who want to work shorter hours ("want to work shorter" or "somewhat want to work shorter"). They were then asked about factors affecting their satisfaction with their company or workplace.

Across all three groups, the top three factors were identical: "compensation and salary" (1st), "workplace interpersonal relationships" (2nd), and "job content" (3rd), with no significant differences by working hour preference (Figure 8).

Next, current satisfaction levels for the same factors were assessed (Figure 9). When broken down by desired working hours, the "want to work shorter hours" group consistently reported lower satisfaction across all items compared to the other two groups.

⇒ These results indicate that while the key factors affecting workplace satisfaction are similar across groups, those who want to work fewer hours generally feel less satisfied overall. Rather than simply accepting preferences for shorter hours at face value, it is important to analyze the underlying causes and implement targeted improvements based on individual circumstances.

Figure 8: Factors Affecting Satisfaction by Desired Working Hours

Figure 9: Current Satisfaction Levels by Desired Working Hours

* Satisfaction rate defined as the percentage of respondents who answered "satisfied" or "somewhat satisfied" among the options: "satisfied," "somewhat satisfied," "neutral," "somewhat dissatisfied," "dissatisfied."

3. Survey Overview

About Recruit Management Solutions Co., Ltd.

Operating under the brand slogan "Empowering Individuals and Organizations," Recruit Management Solutions is a professional services firm within the Recruit Group dedicated to solving clients' management and HR challenges and advancing their business and strategic goals. As a leading company in Japan since its founding in 1963, it leverages broad expertise and deep insights to address diverse human and organizational challenges.

● Business Areas: Talent acquisition, talent development, organizational development, system design ● Solution Methods: Assessment, training, consulting, HR analytics

The company also operates specialized internal research institutes—the Institute of Organizational Behavior and the Measurement Technology Institute—engaged in research, development, and information dissemination grounded in theory and practice.

* Website: https://www.recruit-ms.co.jp