Episode 16&17: Generational Difference Within South Korean Work Culture

Episode 16 and 17 of “Misaeng: An Incomplete Life” show persistence of generational difference within South Korean work culture. According to Park and Park (2018), the “rigid hierarchical structure and value that older generations have in Korea are not likely to enhance the unique strengths of [younger generation] at work” (280). I argue that specifically, younger generation’s proactive behaviour that can be highly beneficial to the company, is often neglected or even oppressed by the “nation-wide promotions of traditional social values” (Yoon 2004, 190). In other words, the traditional belief of the older generation who are usually at a higher work hierarchy, hinders the development and participation of the new employees in South Korea, who are usually of the younger generation.

In Episode 16, An Yeongi’s business item is selected as the best amongst all submissions. Displeased, Mr. Ma, directs An Yeongi to withdraw her item from the submission. As discussed in lecture on Women’s Rights and Gender, it has been a long tradition that family headship in Korea has been granted to the oldest male, and such a tradition implies that women cannot be in a position of leadership. This is presumably the belief of Mr. Ma, who is especially contemptuous of females and emphasizes the superiority of men in the workplace. Consequently, An Yeongi’s item is discontinued and she gives up on the opportunity to take an active role in the company.

Jang Geurae faces a similar situation. As discussed in lecture on Education in South Korea, one’s ability is often equated with his level of education. Adopting this belief, the Department Head and Chief in Planning sees Jang Geurae as a contract employee with only a high-school diploma, who is unqualified to take an active role in the company. Despite being the contributor of the business idea, Jang Geurae, who is initially in charge of the new business plan conducted by Sales 3 Team, ends up yielding his right to Manager Kim. Again, the potential career growth of a new employee is suppressed by the traditional norm.

Lastly, in Episode 17, Han Seokyool tries to convince Manager Sung to change the partner delivery company to prevent any loss, but Manager Sung only grows spiteful of Seokyool, calling him arrogant. To Manager Sung, a subordinate’s advice is only seen as Seokyool’s attempt to establish a more “horizontal relationship” (Park and Park 2018, 280) that does not conform to the hierarchical relationship structure usually pursued by older generations. As a result, he stonewalls Han Seokyool’s advice that could have been an ideal solution for the good of the company.

Evidently, in South Korea, the younger generation does not share the same aspect of work values and approaches as the older generation (Park and Park 2018, 280). To the older generation, the proactive behaviour of the younger generation is seen to violate the existing work culture. The result is the victimized new employees who have no choice but to submit to the enforcement of traditional beliefs in South Korea.

Written By: Jenny Chang

499 words according to WordCounter

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Here are some discussion questions..

   1. What do you think about An Yeongi’s compliance to Mr. Ma’s order? Do you think that it was a smart decision for her to do so in order to avoid further conflict or do you think that she should’ve continued with her item regardless?

2. What are some of the possible ways to narrow the generation gap? Think about how the possible solution can be applied to the work setting. Is there a way for the people of younger generation to promote their own work values and beliefs but preserving the existing, traditional values at the same time?

Bibliography:

Park, Sunyoung and Sohee Park. "Exploring the Generation Gap in the Workplace in

South Korea." Human Resource Development International 21, no. 3 (2018): 276-283.

Yoon, Kyung-Joo. "Not Just Words: Korean Social Models and the Use of Honorifics."

Intercultural Pragmatics 1, no. 2 (2004): 189-210.