Why are fewer people putting in hard work and willing to perform in Germany?

The topic of “performance” is not only a consistent issue but also a significant challenge for the German economy and industry. The ability to deliver top performance in a demanding and dynamic environment has long been essential to determining the success of companies and their employees.

Despite this, Germany is observing a declining willingness to perform. This affects not only the ambition to achieve challenging goals, but also the readiness to take on responsibility and prove oneself in new positions before making demands for higher titles or compensation. This is reflected in a recent study by the Liz Mohn Foundation on work ethic, where only 43 percent of employees in Germany believe that good performance pays off. At the same time, a clear majority of 83 percent of respondents state that their private life is more important to them than their career.

This trend presents significant challenges for leadership, especially in today’s difficult times. In an increasingly globalized and digitized landscape, a company’s ability to differentiate itself through the outstanding performance of its employees is a crucial competitive factor. But how can the waning willingness to perform be explained? What cultural differences exist, and what can top management do to break this trend?

Willingness to Perform now in Question?

Traditionally, performance has been a core German value. “German craftsmanship” has been considered synonymous with quality, efficiency, and reliability worldwide. Companies relied on employees who not only excelled in their fields, but also went the extra mile through applying their initiative and commitment to achieving corporate goals. However, this culture has changed.

As an Executive Search consultant, I hear from my clients that candidates often set high expectations for salary, work-life balance, and titles even before starting, without the intention of proving themselves in their respective roles first. The impression arises that many jobholders are more interested in the benefits of a position than in their own long-term or substantial contribution to the company’s success. This attitude contrasts with earlier generations, who often earned their way up through continuous performance and proving themselves.

Flexibility, meaningful work, and personal self-fulfilment are now more important to many employees than financial incentives. Generations Y and Z have different priorities compared to earlier ones, which is also reflected in their approach to careers and performance. While older generations were often willing to prove themselves through years of dedication and hard work, younger employees and managers want to see visible successes faster and maintain a balanced lifestyle.

A Cultural Comparison: Germany vs. Asia

If we look towards Asia we see that attitudes toward performance are also strongly shaped by culture. In many Asian countries, particularly Japan, South Korea, and China, the willingness to perform remains very high. Here, the concept of “Ganbaru” in Japan or “Chikuji” in Korea plays an essential role—the idea that one achieves goals through persistent, often excessive work and commitment. In China, the drive to be professionally successful is deeply ingrained, not least due to strong societal pressure and family importance. Employees are expected to endure long working hours to improve their positions and contribute to the company’s success.

In contrast, German work culture today seems to be taking a different path. While the desire for excellent quality and structure remains, in many areas demands for working conditions and work-life balance are becoming more and more prominent. A high salary and job security are often taken for granted without the willingness to support this through continuous performance and commitment, which increasingly leads to conflict and ends in workplace ‘divorce’.

Causes of the Decline in Willingness to Perform

The causes of the decline in willingness to perform in Germany are varied. One of the key factors is the changing world of work, characterized by digitalization, more flexible working arrangements, and an increasing shortage of skilled workers. Employees today often have more power to negotiate their conditions as companies desperately seek qualified professionals.

Another factor is the change in upbringing and education. Young people are increasingly prepared to prioritize their own needs and desires. Individuality and self-fulfilment are at the forefront, while traditional values such as duty and discipline are losing significance. The role of social media must not be underestimated either. Platforms like Instagram and LinkedIn often convey an image of rapid success where status symbols appear more important than the journey there.

Work-life balance expectations have changed significantly. Flexible working models, remote work, and an increased emphasis on leisure activities have fundamentally altered the traditional understanding of work and performance.

How can Leadership Power the Drive for Performance?

These developments present enormous challenges for top management. It is crucial to develop strategies to promote willingness to perform within the company without ignoring modern needs for flexibility and meaningfulness. The following approaches can help:

1. Strengthening a Performance-Oriented Corporate Culture: Creating a corporate culture where performance is valued again pays off positively. This can be achieved through clear goal setting, performance evaluations, and transparent career paths. Employees can see that performance is not just expected but also rewarded.
   
2. Motivation through Meaningful Tasks: Many employees across all age groups value the meaningfulness of their work. If management ensures that employees’ tasks are not only challenging but also significant, it can significantly increase intrinsic motivation and lead employees to be willing to perform more.
   
3. Clear Communication of Expectations: Often misunderstandings arise because expectations are not clearly communicated. It is important that new employees know what is expected of them in their roles and that achievements are rewarded after they are delivered—not before.
   
4. Promoting Resilience and Discipline: Performance requires perseverance and discipline. Companies should offer training and programs that foster these qualities. Resilience—the ability to keep going even in difficult times—is key to long-term willingness to perform and to the well-being of an employee.
   
5. Incentives for Top Performance: Money is not always the best motivator, but it remains an important factor. Profit-sharing schemes, bonus programs, and non-monetary recognitions such as additional vacation days, awards, or development opportunities promote a performance-oriented culture.

Especially in times of uncertainty and significant economic challenges for many companies and individuals, the topic of performance must not take a back seat. Leaders are called upon to find a balance between modern working conditions and necessary performance orientation to keep a company competitive in the long term. From my personal perspective as a recruitment consultant, entrepreneur, and mother, performance must again be understood as an essential success factor—not only for any company, but also for the personal development of each and every individual.