More than long working hours
Workaholism research distinguishes two components: working excessively and doing so because of a compulsive internal drive. Hours alone do not identify the problem. Imposed workload, a temporary emergency or financial need can explain long days without establishing work addiction.
Among workplace addictions, the concept requires care because excessive dedication may attract social approval. It should not automatically be equated with commitment, enjoyment or good performance, or used as a label to judge colleagues from their visible behaviour.
Conditions worth reviewing
INSST’s NTP 759 describes difficulty disengaging and involvement that displaces recovery and personal life. It also identifies working conditions that can encourage the pattern. Schaufeli’s work distinguishes the compulsive component from simply making a substantial effort.
Prevention should examine availability expectations, targets, workload allocation and managers’ example. Rewarding overnight responses or working while ill can reinforce harmful behaviour even when the written policy recommends rest and a reasonable separation from work.
A signal requiring context
Someone sends messages outside normal hours almost every day. Before assuming addiction, clarify actual working patterns, assigned workload, time-zone differences and team expectations. An observable signal is a reason for a conversation, not a diagnosis of an individual condition.
Collective analysis may reveal that duties cannot fit within the working day or that staff feel unable to leave requests unanswered. Clarifying priorities and resources is then more relevant than simply asking each person to manage time better.
Prevention and support
Agreed availability boundaries, recovery opportunities and avoiding systematic rewards for overwork can support healthier conditions. These measures need a manageable workload and genuine opportunities to delegate or request assistance when necessary.
Where someone experiences persistent distress or loss of control, facilitate confidential access to healthcare professionals. Research questionnaires do not replace that assessment. Preventive follow-up should focus on working conditions and wellbeing rather than intrusive monitoring of private life or assumptions about the person’s motivation. Any concerns should be discussed privately and respectfully.
