HBR IdeaCast Companies Can Win by Reducing Overwork
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Feb 20, 2024 Malissa Clark, an associate professor and head of the Healthy Work Lab at the University of Georgia, discusses the pervasive issue of workaholism exacerbated by the pandemic. She reveals how organizations inadvertently foster a culture that values long hours, leading to employee burnout and disengagement. Clark emphasizes that longer hours don't equate to higher productivity. Instead, she shares actionable strategies for companies, including adopting a four-day work week, to enhance employee well-being and, ultimately, performance.
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Workaholism Defined
- Workaholism involves excessive, compulsive work, not just long hours.
- It includes feeling obligated to work constantly and experiencing negative emotions when not working.
Pandemic's Impact on Work
- The pandemic blurred work-life boundaries, increasing always-on communication.
- New communication patterns, like late-night work and expecting responses at odd hours, became normalized.
Workaholism and Productivity
- Workaholics are not more productive; research shows a negative relationship.
- It's hard to distinguish long hours due to workaholism from engaged work, which is linked to positive outcomes.
