Overworking is a sign of inefficiency, not dedication

By Jean Baptiste Ndabananiye

In a world that often equates long hours with hard work and dedication, it is time to challenge this outdated notion. The relentless pursuit of productivity has pushed many workers to the brink. The idea that overworking leads to greater productivity is not only misleading but also detrimental to both employees and organizations. In reality, the relentless grind of excessive hours and constant availability constitutes a sign of inefficiency, not dedication.

As research increasingly supports the benefits of work-life balance, it becomes clear that well-rested, focused workers outperform their overworked counterparts. Research shows that working more than 55 hours per week significantly increases the risk of heart disease, stroke, and burnout—yet the pressure to do more persists. While some workers feel forced into overwork by demanding workplaces, others, known as workaholics, struggle to step away from their tasks, finding deep fulfillment in constant work. Unlike overwork, which stems from external pressures, workaholism constitutes an internal drive that can be both a strength and a challenge.

As businesses and employees alike reconsider the long-held belief that more work equals more success, the question arises: Is the world finally shifting away from an era of overwork, or is the drive to work harder than ever here to stay? In fact, now is time to redefine what it means to be productive and to recognize that quality, not quantity, drives success. This article is composed of these parts:

1. The myth of the overwork
2. The productivity paradox
3. The case for smart work
4. Redefining success: quality over quantity
5. Overcoming the stigma of taking breaks
6. Conclusion: a call for change

The myth of the overwork

For decades, the narrative of the overwork has been celebrated in corporate culture. Late nights in the office, missed family dinners, and an inability to disconnect from work have been romanticized as signs of commitment and drive. This ethos is deeply embedded in various industries, from finance to technology, creating a toxic work environment where burnout is not just common but expected. The concept of “hustle culture” glorifies the idea that if you are not working excessively, you are not doing enough.

However, research challenges this narrative. Various studies published  have found that employees who work long hours report lower levels of well-being and higher instances of burnout. The studies link extended work hours to increased rates of mental health issues such as anxiety and depression. The belief that working longer hours equals higher productivity is flawed. In reality, the opposite is often true.

The National Library of Medicine (NLM) is affirmed to be a leader in research in biomedical informatics and data science and the world’s largest biomedical library. NLM conducts and supports research in methods for recording, storing, retrieving, preserving, and communicating health information. NLM, part of the USA’ s National Institutes of Health, on 13 June 2019 released a paper titled “The Effect of Long Working Hours and Overtime on Occupational Health: A Meta-Analysis of Evidence from 1998 to 2018”.

It reads “In this paper, a meta-analysis was conducted to synthesise the data from studies from 1998 to 2018 on the effects of working long hours on the occupational health of employees. The purpose here was to examine the relationship between the length of work hours and the occupational health of workers. This meta-analysis synthesised 243 records from 46 papers published from 1998 to 2018.”

“The result demonstrated that employees working long hours were vulnerable to suffering from diverse types of occupational health problem. The condition ‘related health’ constituted the highest odds ratio and the health measures included in this condition were short sleep duration, fatigue, sleep disturbance, sleep problem and injury.  

Workers working long hours had a higher chance of experiencing occupational health problems, and short sleep duration yielded the strongest association with long working hours among the health measures in the related health condition. The findings emphasise the deleterious effects of long working hours on occupational health.”

Furnishing evidence for governments, employers and employees about long working hours’ negative consequences on workers’ health, this study has recommended governments to clearly recognize the importance of maintaining workers’ health “because the productivity of the workforce is what sustains the development and enhancement of society and the economy.”

The study has advised governments to establish standard working hours as a useful step towards safeguarding the health and well-being of workers. “If no maximum working hours or standard working hours have been established, the health of workers is threatened by the negative health effects of long working hours. Governments should regularly review working hours and monitor the compliance of companies and employers.”

The study additionally points out that companies and employers must recognize that their workers regularly work long hours, the effects on occupational health and resolve to improve the situation.

The study also emphasizes “Employees must be made aware of whether they are working long hours and recognise the potential effects on their physical and mental health wellbeing. Short sleep duration and fatigue are strongly associated with long working hours, and if employees regularly get too little sleep (6 h or less per day), or have chronic fatigue syndrome, they should regulate their daily routine to prevent physical or mental deterioration.”

APA—American Psychological Association— in its May 12, 2023 story headlined “Employers need to focus on workplace burnout: Here’s why” reports that Mindy Shoss, PhD says “There are many potential causes of burnout in today’s workplaces—excessive workloads, low levels of support, having little say or control over workplace matters, lack of recognition or rewards for one’s efforts, and interpersonally toxic and unfair work environments.

Add to that the constant hum of uncertainty about a possible recession, and it’s no surprise that burnout is on the rise in many workplaces.” Shoss is professor of psychology at the University of Central Florida and associate editor of the Journal of Occupational Health Psychology.

Dennis P. Stolle, JD, PhD, APA’s senior director of applied psychology, highlights that burnout bears consequences for organizational effectiveness, not just individuals. “When workers are suffering from burnout, their productivity drops, and they may become less innovative and more likely to make errors. If this spreads throughout an organization, it can have a serious negative impact on productivity, service quality, and the bottom-line.”

The productivity paradox

The productivity paradox reveals that as employees work longer hours, their efficiency decreases. Numerous studies have shown that after a certain number of hours, productivity begins to decline.

The reasons for this decline in productivity are manifold. First, fatigue sets in, leading to diminished focus and cognitive function. When employees are overworked, their ability to concentrate and think critically suffers, resulting in mistakes and oversights that ultimately slow progress. Additionally, excessive hours lead to increased stress, which can cause burnout—a state of emotional, physical, and mental exhaustion. Burnout not only affects individual performance but also has far-reaching consequences for organizations, including high turnover rates and decreased morale.

The Business Journals published an article entitled “The cost of burnout: why addressing workplace mental health is essential” on 1 May 2024. It says “For employers looking to maintain productivity amid stubborn economic headwinds, it may be time to reevaluate your workplace mental health strategies.

Consider this: Fast Company recently polled workers from 60 organizations across the U.S. (and around the globe) and found that an overwhelming 80% report feeling stress on the job. Additionally, nearly one-third of U.S. employees say that their work adversely affects their mental health, resulting in issues such as lack of sleep, anxiety attacks and low morale.”

In an era where businesses navigate economic uncertainty, overlooking employee mental well-being isn’t just a moral failing—it’s a costly mistake. The Business Journals disclose “Addressing mental wellbeing gaps amid tough business climates may not feel top of mind. But doing so pays dividends. According to Gallup, burned-out and disengaged employees can cost $3,400 for every $10,000 of salary due to lack of productivity.

The expense to replace employees runs one-half to two-times their annual salary. Meanwhile, the National Institutes of Health [the primary agency of the United States government responsible for biomedical and public health research] puts the cost of depression in the workplace at $210.5 billion. And the World Health Organization estimates that depression and anxiety account for $1 trillion in lost productivity globally.”

According to a study conducted by Stanford University, productivity per hour declines significantly after working more than 50 hours a week. Employees who work 70 hours or more don’t actually produce more output than those who work a standard 40-hour week, according to CNBC’s 20 March 2019 story “Stanford professor: Working this many hours a week is basically pointless. Here’s how to get more done—by doing less”.

It reads “In fact, the problem with today’s work culture is that many people believe they need to work longer hours in order to get more done and succeed. One study from Stanford University, however, debunks that belief. In his research, economics professor John Pencavel found that productivity per hour decline sharply when a person works more than 50 hours a week.

After 55 hours, productivity drops so much that putting in any more hours would be pointless. And, those who work up to 70 hours a week are only getting the same amount of work done as those who put in the 55 hours.”

Meanwhile, whereas Stanford University’s study presents a compelling case against excessive work hours, it primarily evaluates productivity in conventional workplace settings— where employees often work under rigid schedules, external pressure, and tasks that may not align with their intrinsic motivations. However, history has shown that those who have reshaped the world—visionaries, revolutionaries, and innovators—have spent long, relentless hours in pursuit of their goals.

The key difference lies in autonomy, passion, and purpose. When individuals like the late Nelson Mandela, the late Martin Luther King Jr., or even modern leaders invest long hours in their work, they do so not out of compulsion— but out of an inner unyielding drive to bring about change. The issue is not merely about hours worked but conditions under which those hours are spent. If anyone is passionate, working in the right environment, and self-motivated, long hours are not necessarily a path to burnout—they can be a path to transformation.

The study warns that productivity drops after 50-55 hours per week, but this assumes a workplace that exhausts rather than fuels its workers. What about those who find joy in their work? Creativity, innovation, and world-changing ideas often come in moments that stretch beyond conventional work schedules. Passionate individuals do not clock in and out—they immerse themselves in their mission.

Thus, while Stanford’s research may be valid in many workplace contexts, it does not account for the power of personal dedication and meaningful labor. The true problem is not long hours but overwork without passion, autonomy, or purpose. At Life In Humanity, we strongly believe and agree that passing long hours on work is extremely meaningful but with the condition: spending these hours on a field of your passion in the right workplace environment while you do it on your own—without external coercion to work long hours, you will rarely experience burnout.

In such cases, one’s work is like the extension of who they are. As a result, they seldom feel their work as hard work or overwork—too much work. They merely feel it like a game. When they feel tired, they often switch to other aspects which are even closely related to their work, so that these other tasks just reinforce the work.  Furthermore, we think that workaholics (people who spend such a lot of time, work ing and find it difficult not to work) are smart at taking breaks.

When they feel extremely tired, they rest. If they have spent a week working 16-hour days, they can pause for some time in the following week until they feel they have regained their lost energy. A key point here is the milestone or accomplishment they were striving to achieve; which justified their commitment to such intense work. For more on this subject, you can read this article.

We are convinced that burnout is especially created by our perceptions, thoughts, emotions and feelings toward our job and workplace. This is often compounded by our life experiences. Science Direct and SHRM (Society for Human Resource Management) suggest our point that burnout is largely driven by an individual’s subjective perceptions, thoughts, emotions and feelings toward their job and workplace.

Science Direct, with its issue “How to prevent and combat employee burnout and create healthier workplaces during crises and beyond” having appeared in 2022, says “Based on a review of the evidence, we provide five recommendations and implementation guidelines that can help organizations prevent and combat burnout:

(1) provide stress management interventions, (2) allow employees to be active crafters of their work, (3) cultivate and encourage social support, (4) engage employees in decision-making, and (5) implement high-quality performance management. Overall, our evidence-based recommendations, together with the implementation guidelines we provide, will help business leaders promote and create sustainable wellness at work during crises and beyond.”

SHRM in its 30 April 2024 article says that Terri Bogue, the Chief Operating Officer of Indiana-based technology company—Thor Projects, said during the SHRM Annual Conference and Expo 2022 that people can shun experiencing burnout in numerous ways. Some of them are to attempt to maintain an optimistic point of view, while dealing with work challenges and reframe your perceptions, “because many people harbor false perceptions of the expectations others place on them.” “We need to make sure that our expectations, perceptions and results match. When they don’t, that’s when we experience burnout,” Bogue said.

The case for smart work

In contrast to the overwork mentality, the concept of “smart work” emphasizes efficiency and effectiveness over sheer hours applied. Smart work encourages employees to prioritize their tasks, focus on high-value activities, and leverage their peak productivity periods. Research shows that workers who practice smart work achieve better results in less time.

One key aspect of smart work is the importance of rest. Taking regular breaks and ensuring sufficient downtime allows employees to recharge, leading to increased creativity and problem-solving abilities. A study from the University of Illinois found that taking short breaks can improve focus and performance. Workers who take breaks to rest their minds and bodies are often more productive than those who push through fatigue. This is particularly evident in creative fields, where fresh perspectives can lead to groundbreaking ideas.

Moreover, organizations that promote a culture of smart work benefit significantly. Companies that prioritize employee well-being and work-life balance see increased job satisfaction and lower turnover rates. A Gallup study found that organizations with engaged employees outperform their competitors by 147%. By fostering an environment where smart work is valued, companies can enhance productivity while also improving employee retention and satisfaction.

Redefining success: quality over quantity

To shift the focus from hours worked to results achieved, it is crucial to redefine success in the workplace. Success should not be measured by the number of hours spent in the office but by the quality of work produced and the impact on organizational goals. This shift in perspective encourages employees to take ownership of their work and prioritize outcomes rather than merely showing up.

For instance, consider the tech industry which has seen a rise in flexible work arrangements and remote work. Many successful companies, such as Google and Microsoft, have adopted policies that allow employees to work from home or set their hours. This flexibility not only empowers employees but also leads to higher levels of productivity. When employees enjoy the autonomy to manage their schedules, they can work during their most productive hours and take breaks as needed. The result is a more engaged and efficient workforce.

Embracing work-life balance

Embracing work-life balance is essential for both individuals and organizations. A balanced approach to work allows employees to pursue personal interests, spend time with family, and engage in self-care. This holistic view of well-being enhances overall job satisfaction and fosters a more motivated workforce.

Organizations that prioritize work-life balance often implement policies such as flexible hours, remote work options, and mental health support. For example, companies like Buffer and Basecamp are renowned for their commitment to employee well-being. Buffer, a social media management platform, offers unlimited vacation days and encourages employees to take time off when needed. This approach not only improves employee morale but also enhances productivity, as employees return to work rejuvenated and focused.

Furthermore, organizations that support work-life balance often see a positive impact on their bottom line. A report by the Harvard Business Review found that companies with strong work-life balance initiatives experience higher employee retention rates and improved performance metrics. By investing in employee well-being, organizations can reduce turnover costs and foster a more engaged workforce.

The role of leadership

Leadership plays a critical role in shaping workplace culture and attitudes toward overworking. Leaders who model a healthy work-life balance send a clear message that overworking is neither necessary nor desirable. By prioritizing their well-being and encouraging their teams to do the same, leaders can create a culture of efficiency and effectiveness.

Effective leaders recognize that their employees are more than just workers; they are individuals with diverse needs and responsibilities. By fostering open communication, providing support for mental health, and promoting flexible work arrangements, leaders can empower their teams to thrive. Leaders who acknowledge the dangers of overworking and advocate for a balanced approach inspire their employees to follow suit.

Overcoming the stigma of taking breaks

Despite the evidence supporting the benefits of rest and work-life balance, many employees still feel guilty about taking breaks or time off. The stigma surrounding breaks often leads to a culture of presenteeism, where employees feel pressured to be physically present at work, even when they are not performing at their best. This mentality not only harms individual well-being but also hampers organizational productivity.

To combat this stigma, organizations must actively promote the importance of breaks and time off. Encouraging employees to take their allotted vacation days, providing mental health days, and normalizing regular breaks throughout the workday can help shift perceptions. Leaders should openly discuss the benefits of rest and prioritize their own well-being, setting a positive example for their teams.

Conclusion: a call for change

The notion that overworking equals dedication is a myth that must be dismantled. Overworking is not a badge of honor but a sign of inefficiency that ultimately hinders productivity and employee well-being. As organizations face increasing demands and competitive pressures, it is essential to embrace smarter, more efficient work practices.

By redefining success to focus on quality over quantity, promoting work-life balance, and fostering a culture of smart work, both individuals and organizations can thrive. Leaders must take the initiative to model healthy behaviors and create an environment where employees feel empowered to prioritize their well-being.

As we move forward in an ever-evolving workplace landscape, it is time to challenge the glorification of overwork and recognize the true drivers of productivity. Let us embrace a new paradigm—one that values well-rested, engaged workers who are empowered to achieve their best work without sacrificing their health and happiness. The future of work depends on it.