Excessive work habits, commonly known as workaholism, can have detrimental effects on individuals in the workplace. This behavior is characterized by an overwhelming urge to work long hours, leading to increased stress levels, physical and mental health issues, and even a decrease in job performance. In a recent study by Knoll et al. (2025), the relationship between workaholism and employees’ reluctance to address workplace problems was explored.
THE STUDY
Knoll and colleagues conducted two extensive studies involving 444 employees to investigate the impact of workaholism on the tendency of individuals to remain silent about issues at work. The first phase focused on measuring workaholism and employees’ perception of their work environment as self-centered. In the subsequent phases, the researchers evaluated moral disengagement, a phenomenon where individuals justify unethical behavior without guilt, and the employees’ willingness to speak up about moral concerns.
The findings revealed a significant correlation between workaholism and moral disengagement, leading employees to withhold their opinions on ethical matters in the workplace, particularly in environments perceived as self-serving.
APPLICATIONS IN THE WORKPLACE
Understanding the negative repercussions of workaholism is crucial for organizations to foster a healthy work environment. Here are some practical implications derived from the research:
- Identify and support individuals who display signs of excessive concern or anxiety related to work, as they are more susceptible to developing workaholic tendencies and moral disengagement.
- Encourage a culture that values quality work over sheer quantity, discouraging compulsive work habits.
- Implement structured work schedules that promote a work-life balance and reduce the need for prolonged working hours.
- Promote ethical practices within the organization and cultivate a climate that encourages open communication about moral issues.
For further details, refer to the study by Knoll, M., Fida, R., Marzocchi, I., Searle, R. H., Connelly, C. E., and Ronchetti, M. (2025) published in the Journal of Organizational Behavior (46), 745-764.
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