The rise-and-grind mentality of hustle culture has turned into a practice that equates with hard work. However, reports by Slack and BambooHR indicate a new type of working phenomenon that employees and their managers engage in – performative productivity, also known as fauxductivity.
In the race for success, many workers feel the need to ‘play productive’ by clocking in extra hours not because the work demands it, but to signal dedication. This trend is particularly evident in Asia where staying late at the office and constantly being reachable indicate commitment. From Slack’s findings, India, Japan and Singapore are at the top of the global chart for spending more time on performative work. Yet, these Asian nations are known for their rigorous overworking environments. This is a clear indication of hustle culture, and its influence is undeniable.
One possible explanation for this phenomenon lies in cultural and historical factors. For many Asian countries, Confucianism’s emphasis on hard work has significantly influenced hustle culture. The belief system has shaped workplace expectations: staying late at the office even when work is complete is seen as a sign of loyalty and respect for their supervisors. Contrastingly, in European countries, the stress is placed on the leader bearing the responsibility of leaving last.
The rise of performative productivity extends beyond individual workers. Surprisingly, an increasing number of managers are engaging in performative tactics, such as constantly keeping their mouse in motion or appearing online to signal their diligence. In fact, three out of four managers and C-suite executives confess to faking activity. But why has this behaviour become so widespread even among senior leaders? The lack of support for a healthy work-life balance may hold the answer.
Performative work enables a harmful loop. Workers become preoccupied with repeatedly checking tasks or holding unnecessary prep meetings. Rather than focusing on what truly drives progress, they get caught up in low-value activities. When the focus shifts from delivering meaningful outcomes to merely looking busy, the result is often chronic stress, decreased efficiency and eventual burnout.
Tackling this issue requires setting clear workplace boundaries and expectations. It is not a matter of disregarding respect or hierarchy, which continue to serve as pillars of Asian corporate culture, but rather redefining their importance. Respect should be rooted in open dialogue and empowering all team members with a sense of agency, regardless of their rank.
Equally vital to fostering genuine productivity is the role of technology. Innovation and technological developments have helped streamline processes at a much more efficient speed. Team members can have immediate access to information through the Internet and the organisation’s resources. Yet, it is important to be mindful of its pitfalls. The very convenience that enhances our efficiency can also lead to an always-on culture, making it difficult for employees to disconnect and recharge.
The right technology can enhance flexibility, trust, and productivity. For instance, no-code tools empower employees to develop solutions, automate tasks, and improve communication. This reduces red tape and bottlenecks, allowing employees to manage tasks independently and efficiently. Organisations that empower their employees in this way can facilitate better task management and promote a healthier work-life balance.
Today, young employees prioritise results over constant availability. How, then, can organisations reward performance based on results rather than mere visibility? While there is no silver bullet, forward-thinking employers can implement strategies that boost efficiency and employee satisfaction. One effective approach is for both employees and managers to communicate and set their goals together openly. A well-aligned and honest culture can often produce better work results and a team of satisfied and motivated individuals. In fact, by embracing this culture, our organisation witnessed a 5 per cent turnover rate as of last year, a notably low figure for the IT industry. This tangible improvement demonstrates the positive impact of a culture centred around open communication and shared goals.
Ultimately, prioritising output over activity and granting employees autonomy in their schedules and work environments foster a more motivated and productive workforce. No-code digital tools that take less time to adapt and require no technical skill also allow workers to focus their time on doing meaningful work. In tandem, individuals who have more liberty over their time and space to do their work often achieve better outcomes.
About the author
Tsubasa Nakazawa is the Managing Director of Kintone Southeast Asia Sdn. Bhd. He joined Cybozu Japan in 2014, and in 2019 was seconded to Cybozu China. He spent three years at the Shenzhen Office, in charge of the South China and Hong Kong markets. In 2022, he became Head of Southeast Asian operations and moved to Malaysia, where Cybozu established its regional headquarters.
