The COVID-19 pandemic has changed work environments and made hybrid work a normal part of society. However, it seems that the impact of hybrid work on employee well-being varies greatly across cultures.

NTT and Tokyo Institute of Technology recently conducted a comparative study to explore the differences between Japanese and American hybrid workers and understand how workplace social norms influence well-being.

The study revealed that in the United States, clear injunctive norms about hybrid work positively impact employee well-being. "Injunctive norms" refers to the expectations set by supervisors or coworkers regarding how often employees should work remotely or in the office. In a country with less stringent employment protection regulations, American workers find comfort in having clear guidelines as they help cope with concerns over their job security. Compliance with these norms reduces anxiety, leading to higher workplace well-being.

On the other hand, the study showed that Japanese workers appear to respond differently to these norms. Put simply, strong injunctive norms do not improve well-being among Japanese employees. Instead, they are often seen as restrictions that get in the way of personal freedom. In Japan, where employment protection is more robust, the risk of unemployment is lower, which allows workers to prioritize personal interests and flexibility over rigid work expectations. As a result, Japanese employees prefer more autonomy in their work arrangements.

To gather these insights, researchers conducted web surveys and interviews with hybrid workers aged 18 to 64 in both countries. They used multiple regression analysis—analyzing how several factors together affect one outcome—to examine the impact of various factors on workplace well-being. These factors included the strength of injunctive norms, willingness to conform to these norms, and the strength of descriptive norms, such as how often team members come to the office.

The study's findings show the importance of cultural context in shaping effective hybrid work policies. In the United States, establishing clear guidelines for remote and in-office work can improve employee well-being by providing structure and reducing job security concerns. Conversely, in Japan, fostering flexibility and respecting personal autonomy is crucial for improving well-being.

For instance, an American company might benefit from setting explicit expectations about the number of days employees should work from home versus in the office. Having this kind of clarity would help employees manage their schedules better and reduce the stress associated with job security. In contrast, a Japanese company might focus on offering flexible work arrangements that allow employees to choose when and where they work. Such as approach would respect the cultural preference for personal freedom and could lead to higher job satisfaction and well-being.

So what does it mean? By understanding and addressing cultural differences in workplace norms, organizations can create more supportive hybrid work environments. This, in turn, can lead to a more engaged and productive workforce. As hybrid work continues to evolve, it will become ever-more crucial for companies to tailor their policies to meet the unique needs of their employees across different cultural contexts.

The comparative study by NTT and Tokyo Institute of Technology shows the critical role of cultural context in shaping hybrid work policies. By recognizing and accommodating these differences, organizations can enhance employee well-being and build a more sustainable and productive hybrid work environment. The study's insights are expected to contribute to ongoing efforts to create a decentralized, flexible, and resilient workplace for the future.

For further information, please see this link:
https://group.ntt/en/newsrelease/2024/05/13/240513a.html

If you have any questions on the content of this article, please contact:
NTT Information Network Laboratory Group
Public Relations
nttrd-pr@ml.ntt.com

NTT—Innovating the Future of Communication

Daniel O'Connor

Daniel O'Connor joined the NTT Group in 1999 when he began work as the Public Relations Manager of NTT Europe. While in London, he liaised with the local press, created the company's intranet site, wrote technical copy for industry magazines and managed exhibition stands from initial design to finished displays.

Later seconded to the headquarters of NTT Communications in Tokyo, he contributed to the company's first-ever winning of global telecoms awards and the digitalisation of internal company information exchange.

Since 2015 Daniel has created content for the Group's Global Leadership Institute, the One NTT Network and is currently working with NTT R&D teams to grow public understanding of the cutting-edge research undertaken by the NTT Group.