Overworking – but at what cost?

Commonly, many would work the extra hours and see the project through to completion. This scenario might be an occasional occurrence for some but dare I say it is a ‘normal’ way of working for others. Such instances of repetitive, glorified and uncompensated long working hours demand reflection on the implications of overworking.

Organisations inherently prioritise economic growth, with human capital being the most valuable resource. However, the impact of overworking on workers is often overlooked. A report highlighted that a third of workers globally work over 48 hours per week.¹ Overworking is a significant psychosocial hazard with serious health implications² such as increased risk of cardiovascular disease, stroke, fatigue, stress, poor mental health³, sleep disturbances² and even death.⁴

In 2016, 488 million people worked long hours, with 745,000 succumbing to heart disease and stroke attributed to working over 55 hours per week.⁵ Even when overworking is voluntary, driven by non-financial aspects, it still has a detrimental impact on mental health.⁶

Ideally, having working time regulations might just be the solution, but the issue is more complex. There are various nuances surrounding a culture of overworking. These range from social and cultural differences through to capitalism, financial aspects such as job security, and blurred work-life boundaries. All of these have created conditions for overworking to flourish.

Workplace culture

Workplace culture has a key influence on behaviours that are encouraged and rewarded at work. Revisiting the expectations and workplace policies on working hours is a starting point where current practices are challenged, employees are encouraged to have a healthy work-life balance and working hours, and working hours are addressed from the onset through workplace policies and risk assessments.

Job demands

One might argue that the nature of the job itself is so demanding that there is no escape from long working hours. In such instances, autonomy, flexibility and additional resources should be considered to better manage work demands.

Accessible help and support

A key component of addressing this issue is the ability of employees to ask for support, raise concerns and work collaboratively with managers to address job demands and job resources to tackle overworking.

To conclude, overworking poses a serious threat to worker health and wellbeing. It is time to address this issue collectively to create a workplace where workers don’t survive but thrive.

References

1. Messenger JC, Bonnet F, Golden L, Kummerling A. Working time and work-life balance around the world. International Labor Organization, Geneva. 2023.
2. The Lancet Regional Health - Western Pacific (2021). Long working hours and health. The Lancet Regional Health - Western Pacific, Vol. 11, p. 100199. https://doi.org/10.1016/j.lanwpc.2021.100199.
3. Afonso P, Fonseca M, Pires J. Impact of working hours on sleep and mental health. Occupational Medicine. 2017 Jul 1;67(5):377-82. https://doi.org/10.1093/occmed/kqx054
4. Ke DS. Overwork, stroke, and karoshi-death from overwork. Acta Neurol Taiwan. 2012 Jun 1;21(2):54-9.
5. World Health Organization. WHO/ILO joint estimates of the work-related burden of disease and injury, 2000-2016: technical report with data sources and methods. 2021.
6. Kuroda S, Yamamoto I. Why do people overwork at the risk of impairing mental health? Journal of Happiness Studies. 2019 Jun 15;20:1519-38. https://doi.org/10.1007/s10902-018-0008-x