In recent years, many business leaders and management teams have observed a sharp decline in work ethics, sense of responsibility, and dedication. Particularly after COVID-19, project execution efficiency in the Asian market has been significantly affected, mainly due to employees’ uncooperative attitudes and indifference toward project progress. Internally, companies are also facing challenges with younger employees who exhibit weak responsibility and lack motivation. This shift has left business leaders feeling perplexed and uneasy. What has caused this phenomenon?

This article will explore the issue from the following perspectives:

1. The impact of the pandemic on work culture
2. Gen-Z’s values and motivations
3. Challenges in Asian corporate culture and management models
4. The impact of changing social values on workplace ethics
5. Solutions and future outlook

1. The Impact of the Pandemic on Work Culture

COVID-19 not only brought about a global health crisis but also profoundly changed workplace culture. Long-term remote work, flexible working hours, and adjustments in employee management have altered perceptions of “duty” and “self-discipline.”

(1) The Impact of Remote Work on Professional Attitudes
During the pandemic, many companies implemented remote work to maintain productivity while employees worked from home. However, for some employees, this flexibility diminished the sense of urgency in their work, blurring the lines between work and personal life and reducing their sense of professional responsibility.

(2) Indifference Toward Work
Economic uncertainty caused by the pandemic led some employees to rethink the relationship between work and life, resulting in a “lying flat” or “Buddhist” mentality. In Asia, where high-pressure, long-hour work environments are common, companies failed to adapt to employees’ reassessment of work’s meaning, causing many to disengage from their responsibilities.

2. Gen-Z’s Values and Motivations

(1) Gen-Z No Longer Sees “Hard Work” as a Core Value
Unlike previous generations, Gen-Z grew up in an era of information explosion, where values emphasize “personal happiness” and “instant gratification” rather than “hard work.” This generation no longer believes that “hard work alone leads to success” but is more concerned about whether their work brings immediate rewards and fulfillment.

(2) Distrust in Authority
Traditional corporate management follows a “command-and-obey” model, but Gen-Z values individualism and does not easily accept authoritative directives. They prefer “equal dialogue” with management. However, many Asian companies still adhere to hierarchical management structures, making younger employees feel disconnected from their work, further diminishing their commitment.

(3) “Work Is Just One Part of Life”
In the past, many Asian corporate cultures expected employees to “treat the company as their home.” Gen-Z does not subscribe to this idea. They care more about whether their job supports their lifestyle rather than simply striving for career advancement or salary increases. When companies fail to align with their values, they tend to adopt a “low-effort” or “minimal involvement” approach.

3. Challenges in Asian Corporate Culture and Management Models

(1) Traditional Management Models Are Becoming Obsolete
Asian companies have long relied on top-down management approaches, but these methods struggle to motivate younger generations. Many managers lack effective incentives and still use outdated methods such as “KPI monitoring” and “overtime culture,” which further increase employees’ resistance.

(2) Issues in Communication and Collaboration
Many companies still suffer from inefficient cross-departmental communication. When employees realize that their efforts do not make a difference, they choose to disengage. This indifferent attitude significantly affects project execution progress.

4. The Impact of Changing Social Values on Workplace Ethics

(1) Shifts in Moral Perspectives
Social values have shifted, strengthening the belief in “personal interests first.” When companies and employees lack shared goals, employees naturally deprioritize their sense of responsibility.

(2) The Influence of Capital Markets on Workplace Ethics
Modern businesses focus more on short-term profitability, reducing investment in employee development and well-being. This leads to a lack of employee loyalty and sense of belonging. When companies no longer prioritize their employees, employees reciprocate by minimizing their commitment.

5. Solutions and Future Outlook

(1) Establishing More Effective Employee Incentive Mechanisms
Companies should adjust their management approaches, such as:

• Increasing employees’ involvement in decision-making, helping them see the value of their work.
• Offering more flexible work arrangements, such as flexible hours or hybrid work models.
• Strengthening internal culture to foster team spirit.

(2) Changing Leadership Styles

• Adopting open communication to improve trust within teams.
• Managing employees in a more human-centric way rather than relying solely on performance evaluations.

(3) Rebuilding Workplace Values
Companies must shift their perception of employees from “resources” to “partners in growth.” This is the only way for younger employees to find meaning and value in their work.

Conclusion

The decline in workplace ethics is not caused by a single factor but is the result of post-pandemic work culture shifts, changes in Gen-Z’s values, outdated corporate management models, and evolving social values. If businesses want to address this issue, they must reassess their culture and management strategies while adapting to the values and needs of the new generation. Only by doing so can companies and employees reach a consensus, restoring professionalism and workplace ethics.

Moving forward, I am still exploring future directions and hope to develop a new corporate management framework that better aligns with today’s evolving workplace dynamics. By doing so, I aim to create a more sustainable and efficient business environment that benefits both organizations and employees alike.