WORKAHOLISM ULRIKE MEISSNER
Workaholism: A hidden business risk
Work addicts have commented on the operational consequences of addiction to their company in a recent study. The consequences of workaholic behaviours imply a high risk potential for businesses. The size of the business doesn’t matter. Any employed person can be affected. The research has shown that operational framework and management behaviour cause or promote workaholism.
W
orkaholism – Just another modern folly theme or a serious problem? The ever-advancing technological possibilities and changes in work organisation contribute to the boundaries between work and leisure being increasingly blurred. Teleworking from home, being constantly available via mobile phone or the internet, or flexible working hours can promote workaholism. An operational framework has been 4
HUMAN RESOURCES
WINTER 2019
established, which enables employees to quickly and flexibly respond to requests from superiors. There is a big temptation to make phone calls or to check emails at the weekend, or while away on holiday. Therefore, if there is a problem around work addiction, one should place a focus on operational frameworks to consider and recognise the responsibility that they could be an addiction cause or promoter. Fifteen years ago, workaholism was often associated with high professional performance pressure, but also with career and prestige. People usually jokingly said they were a ‘workaholic’. It was perceived positively in society and accepted. Increasing education, however, has led to a shift in perception. If the topic workaholism is brought up within a company or human resources management meetings, immediately the discussion centres on symptoms of the condition and the negative impact it has on those affected and the companies they work for. This is a clear indication for an increasing acceptance of workaholism as a problem and even as an illness. This changed perception also documents itself in the worldwide
increasing numbers of Workaholics Anonymous groups, which have, for example, eighty-seven groups in USA, twenty-eight in German speaking cities, and five in New Zealand thus far. However, it still does not play a role in entrepreneurial everyday life. Workaholism as a serious problem for companies, is largely consistently hidden. The fact that operational conditions and executives also play a role does not attract attention in operational practice or in health management for employees. Of course, this also has a significant negative impact on the lack of assistance for the affected persons themselves.
Why are workaholics a business risk?
Workaholics are, to a certain extent, of positive benefit for a company. Their high level of motivation often comes with a high level of productivity and this is highly appreciated by companies. In this phase (Phase 1A), workaholics seem very effective and efficient. They are rewarded by the company with recognition and prestige and their careers are being promoted. From the company’s point of view, they are the ‘best employees’.
