The article titled “How managers use culture and controls to impose a ‘996’ work regime in China that constitutes modern slavery” by Jenny Jing Wang, published in the Wiley Online Library, presents a critical examination of the ‘996’ work culture prevalent in China, particularly within its internet and technology sectors. The ‘996’ work schedule, which refers to working from 9 a.m. to 9 p.m. six days a week, has become a norm in many Chinese companies. Wang’s paper delves deeply into how this work regime is not merely a reflection of industriousness but rather a manifestation of modern-day slavery, enabled and perpetuated by specific cultural and managerial practices.
The article begins by providing a comprehensive background on the ‘996’ work culture, outlining its widespread acceptance in certain Chinese industries despite its clear infringement on labor rights. The paper emphasizes how the normalization of such a work schedule reflects broader systemic issues within China’s labor market and societal structure. It points out that the acceptance of the ‘996’ regime is rooted in cultural and social norms that prioritize hierarchical relationships and obedience, particularly those influenced by Confucianism. This cultural backdrop provides fertile ground for the exploitation of workers, as it fosters an environment where extreme work conditions are not only tolerated but also expected.
Wang’s analysis extends to the specific managerial practices that reinforce the ‘996’ work regime. The paper argues that Chinese managers, drawing on cultural norms such as respect for authority and the collective over the individual, utilize these to impose harsh working conditions on their employees. By manipulating power dynamics and leveraging workers’ insecurities, managers effectively create a form of modern slavery. The study reveals how these practices exploit the power distance between employers and employees, with the latter feeling compelled to accept overwork due to fear of job loss, societal pressure, and the absence of robust enforcement of labor rights.
Through semi-structured interviews with 11 managers and 19 workers, the paper provides empirical evidence of how workers are systematically exploited under the guise of ‘cultural fit’ and corporate loyalty. These interviews uncover the psychological and physical tolls of the ‘996’ work schedule, including stress, burnout, and other health-related issues. The paper also highlights how this work regime erodes personal and family life, leading to a breakdown in work-life balance and contributing to broader societal issues.
Furthermore, Wang critically examines the legal and ethical implications of the ‘996’ work culture. The article points out that this regime blatantly violates China’s labor laws, which stipulate maximum working hours and mandate overtime pay. However, due to lax enforcement and the cultural acceptance of long working hours, these laws are often disregarded. Wang argues that the ‘996’ work regime represents a severe ethical breach, as it prioritizes profit and productivity over human dignity and well-being.
In the latter part of the paper, Wang discusses the wider societal impact of the ‘996’ work culture. She notes that this regime not only affects individual workers but also has broader repercussions on society, such as weakening family structures and exacerbating social inequalities. The paper calls for a critical reassessment of the ‘996’ work culture and suggests that meaningful reforms are necessary to protect workers’ rights and promote fair and humane working conditions.
The paper underscores the need for a societal shift in how extreme work is perceived and for stronger legal and regulatory frameworks to safeguard workers’ rights. Wang’s work is a compelling call to action for both policymakers and business leaders to address the exploitative nature of the ‘996’ work culture and to strive for a more balanced and humane approach to work.
References
Wang, J. J. (2020). How managers use culture and controls to impose a ‘996’work regime in China that constitutes modern slavery. Accounting & Finance, 60(4), 4331-4359.
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