Human Resource Management and Development

THE 996 WORK CULTURE IN CHINA'S HR PRACTICES Student's Name Course Professor's Name University City (State) Date The 996 Work Culture in China's HR Practices Introduction The Working 996 culture, which has employees working from 9 am to 9 pm six days a week, has remained a hot-button topic in the Chinese HRM industry. This culture, particularly evident in tech industries and other fast-paced industries, has raised concerns relating to its viability and morality. As a result, the analysis of the 996 work culture is essential for several reasons: Firstly, it embodies the general principles of the socioeconomic and cultural setting of China, with its rapidly growing economy and stiff competition, which forces companies to require extremely long working hours. Secondly, the practice has both positive and negative effects on the psychological and physical health of the employees, organisational culture, and long-term productivity. The purpose of this paper is to understand why this practice occurred, analyse its efficiency, and identify possible improvements or substitutes that would not harm the employees' well-being and still bring the expected results. Analysing these aspects helps outline the approaches that will contribute to the elaboration of more balanced and sustainable HR practices in China. Understanding the Application and Persistence of the 996 HR Practice Historical and Cultural Context The work culture, especially the 996 in China, is rooted deeply in Chinese history and culture. The more conventional attitudes to work in China reflect Confucian values of hard work, endurance, and unity. Confucianism encourages people to work hard and devote time and energy to something, which is also reflected in work relations. Another area of self-interest that is suppressed is the quest for time by workers since they are willing to dedicate as much time as required to the needs of the organisation (Shang, Chan and Liu, 2021). This cultural backdrop helps shape a reality that orients the 996 practice as normal and even noble since every survival effort requires sacrifice. This cultural value of 'Chiku', which tolerates hardship, is prevalent in Chinese societies, adding steam to the acceptance of long working hours. Economic and Competitive Pressures Huge economic and competitive forces define the application of and continuation of the 996 new work schedule. China has witnessed rapid economic development over the last few decades, making the business environment highly competitive. The tech industry, for instance, is characterised by increased technological dynamism and intense rivalry, where first-to-market is often a competitive advantage. In this context, the 996 practice is viewed as essential for enhancing productivity and creativity while making companies ready to fulfil the stringent schedules and quality requirements of the global markets (Yip, 2021). The drive for economic success and the pressure to excel over competitors have made the 996 culture a necessity in many companies across China. Technological and Industrial Factors Technological and industrial factors have also contributed to the acceptance of the 996 working model. The Chinese tech industry and start-ups, in particular, have been known to nurture a highly demanding working environment where it is considered honourable to work a lot. Globalisation has aggravated this pressure since Chinese companies are now forced to compete in their domestic market and internationally. Due to the continuous changes in technologies and competition, businesses must find new ways to innovate faster and more effectively, which is why the 996 practice has become a necessity (Cyrill, 2019). Further, the 'start-up' culture, which propagates the 996 models of working to the bone and 'being productive,' contributes to cementing the 996 regimens. Government and Legal Framework The government and legal structures also contribute to the continuation of the 996 work regime in China. Though the Chinese government has come up with labour laws that provide for the maximum working hours and legal status of workers working extra hours, the rules are only sometimes followed (Zhang, 2021). Some of the policies that promote economic development and technology can contribute to the conditions that lead to the implementation of 996. The surveillance from the Supreme People's Court and the Ministry of Human Resources and Social Security, more recently against overtime work, indicated the government's recognition of the problem (Global Times, 2021b). The legal systems, despite being designed to safeguard personnel, need to catch up in adapting to dynamic market conditions, thus enabling the implementation of the 996 models. Evaluating the Effectiveness of the 996 HR Practice Productivity and Performance As with any HR practice, using the 996 work culture for the enhancement of productivity and employee performance is a complex matter. In the short term, the 996 punitive working schedule can generate much output. Such diligent workers have the opportunity to do more work since they work extra hours, come through for urgent deadlines, and reduce project times. Employers adopting the 996 work pattern can reap early benefits in terms of productivity and effectiveness (Zheng and Qiu, 2023). However, the long-term implications of such approaches for employees' performance and organisational sustainability are alarming. When employees are continuously subjected to such working conditions, then productivity is bound to drop, motivation goes down, and the employees burn out (Shepherd, 2023). There is a notion that overworked employees will likely get tired, demotivated, and be more prone to making mistakes (Fan, 2023). In the long term, 996, though efficient in delivering the results, is not feasible for sustaining productivity and performance for long periods. Employee Well-being The 996 work culture also significantly affects the physical and mental health of the employees. Working 72 hours a week means little time for rest, relaxation, and personal activities, thus resulting in weariness and stress. Some of the possible impaired physical well-being involves well-being, well-being, fatigue, lack of sleep, compromised immunity, and susceptibility to diseases. The effect on mental health is also enormous, as more personnel claim increased anxiety, depression, and burnout. This lack of separation between the personal and work sphere could lead to relationship problems, dissatisfaction with the job, and discontent in general (Eosadmin, 2024). The 996 system can lead to the development of toxic working conditions that include long working hours without any rest chances. This not only impacts their performance now but also has negative repercussions on their well-being and stability in the future (Fan, 2023). Consequently, these companies may be at risk of losing employees who seek more flexible working conditions. Organisational Culture This 996 work culture significantly affects the organisational culture and employees' morale. Many organisations that embrace the 996 system nurture a culture that stresses performance, making it hard for employees to achieve a balance between their work and personal lives. The high work intensity can negatively affect the morale of employees because they may perceive that the only thing that their employers care about is their willingness to work hard and long hours (Andreev, 2022). This workaholic culture can create a perception of animosity towards the job and eventually decrease the level of satisfaction and organisational commitment. Finally, the 996 practice might be damaging to retention rates and attraction of talent as well. Employees exposed to these strenuous schedules may seek jobs elsewhere, leading to high turnover and loss of human capital. The employees could be overworked, and this may put of...