Most Singapore workers say their pay is fair — but few are actually happy with it

SINGAPORE, 25 May 2026 — Jobstreet by SEEK today released its Salary Pulse: Singapore 2026 report, revealing that while most workers believe they are paid fairly, far fewer feel genuinely satisfied with what they earn. In Singapore, almost three quarters of workers say they are paid fairly for the work they do, but only 37% say they are happy with their salary — placing Singapore among the weakest markets surveyed in Asia Pacific for pay satisfaction.

Figure 1. Salary satisfaction in the APAC region

The findings suggest that workers today are evaluating their salary through a broader lens than compensation alone — including whether their pay reflects their contribution, supports their lifestyle, and signals meaningful progression. Among those who say their pay feels “about right”, 7 in 10 still do not feel satisfied with their remuneration. 

Transparency is also becoming a stronger expectation, with 77% of workers saying they want salary ranges disclosed internally and 57% saying they are less likely to apply for a role if pay is not listed in the job ad. 

Conducted with research agency Nature on behalf of SEEK, the report surveyed 1,008 employed respondents aged 18 to 64 in Singapore, alongside advertised salaries for the top 20 roles by job ad volume on SEEK’s platforms from October 2025 to March 2026.

Singapore workers feel ill-equipped to start pay conversations 

Many workers still feel uncomfortable initiating salary discussions, even though those conversations often lead to positive outcomes. One in two workers have asked for a pay raise before, and 73% of those who did were successful in receiving an increase either in full or in part.

Yet confidence remains low. Only 7% of workers say they feel “extremely comfortable” asking for a pay raise, with women and entry‑level workers the most likely to feel uncomfortable doing so. This highlights an opportunity for employers to create more open and supportive environments for women and junior employees when it comes to pay conversations.

Figure 2. Comfort in asking for a pay increase

Confidence also builds with experience. Among workers who have asked for a pay raise more than once, 79% feel comfortable initiating the conversation, compared with 48% of those who have asked only once. Repeat askers are also more likely to feel happy with their salary, at 61%, compared with 44% among those who have only asked once.

Younger workers are more willing to act on salary dissatisfaction

Gen Z and millennial workers are less willing to tolerate disappointing salary outcomes, and more likely to reassess their next move when expectations are not met. 

If a pay increment fell short, 29% of Gen Z and 25% of millennials say they would look for a new role, compared with 20% of Gen X and 13% of baby boomers. Younger workers are also significantly less likely to simply accept and move on after a disappointing pay outcome.

Figure 3. When a payrise doesn’t meet expectations (% that would do nothing and accept it)

This mindset extends beyond their main job. Sixty percent of Gen Z workers say they are at least somewhat likely to consider a side hustle in the next 12 months to boost their income, compared with just under half across the other generations surveyed.

Loyalty comes with a financial trade-off

The report also highlights a growing “loyalty tax” in Singapore’s labour market. Most workers in Singapore (87%) received their last pay increase through their current employer, while just 7% did so by moving to a different company or industry.

However, workers who changed employers were five times more likely to receive a substantial pay increase of more than 10% compared with those who stayed. The findings suggest that  staying put does not always translate into stronger pay progression or greater satisfaction.

Unmet salary expectations can also have real consequences for retention and engagement. When salary expectations are not met, employees say their motivation would be negatively affected, with more than 20% of workers saying they would consider leaving. 

Figure 4. Next steps if pay rise doesn’t meet expectations (% action most likely to do)

Deliberate action is required for pay satisfaction 

The findings reinforce that improving pay satisfaction requires more deliberate action from both employers and employees. For employers, that means going beyond benchmarking exercises to focus on greater salary transparency, clearer progression pathways, stronger recognition frameworks and more open salary conversations.

For employees, it means understanding their market value, preparing for evidence-based salary discussions and thinking more holistically about reward and progression. More broadly, the findings point to the importance of clearer signals on both sides — so that expectations around pay, progression and opportunity are more closely aligned from the outset. 

Salary satisfaction today is increasingly shaped not just by how much employees are paid, but by whether they feel valued, recognised and able to move forward in their careers.

For more information, please click here for the full report.

-END-