In a world where dedication to work is often celebrated, a new study has shed light on the darker implications of workaholism. Conducted by scholars from Aston University and the University of Leipzig, the research reveals that workaholism not only affects individual well-being but also undermines ethical behaviour in the workplace.
Published in the Journal of Organizational Behavior, the study finds that workaholism—defined as an inner drive to work excessively—can interfere with an individual’s moral self-regulation. The consequences extend beyond burnout and strained personal relationships; they also include a diminished ability to address unethical practices within organisations.
The findings highlight how workaholics, particularly in environments where self-interest and profit margins take precedence, are more likely to disengage from their moral standards and remain silent when witnessing unethical behaviour.
The science behind moral disengagement
The research, led by Professor Roberta Fida of Aston University and Dr Michael Knoll of the University of Leipzig, was based on surveys conducted across Italy and the United Kingdom. Gathering responses from more than 1,500 employees over three different points in time, the study drew on Bandura’s social cognitive theory of morality. This theory suggests that personal moral standards and societal norms regulate ethical behaviour.
The researchers discovered that workaholism increases moral disengagement, a psychological mechanism that allows individuals to rationalise unethical behaviour or ignore moral obligations. As workaholics become more engrossed in completing tasks and meeting goals, they are less likely to voice concerns about ethical dilemmas. Instead, they justify their silence, believing that addressing such issues would interfere with their workload.
The role of organisational culture
Beyond individual tendencies, the study found that workplace culture significantly influences the ethical consequences of workaholism. In organisations where self-interest is prioritised over collective welfare, the negative effects of workaholism are magnified. Employees in such environments are even more prone to moral disengagement, reinforcing a cycle where ethical concerns are overlooked, and harmful practices persist.
Fida emphasised that workaholism is not just a personal struggle but a systemic issue with far-reaching implications. “Workaholics, focused intensely on task completion and personal achievement, tend to disengage from their moral standards,” she explained. “This leads them to rationalise silence in the face of unethical practices, which can preserve behaviours and practices that are potentially damaging to organisations and society at large.”
Knoll further highlighted the risk: “By normalising silence and neglecting ethical concerns, organisations risk perpetuating harm to employees, stakeholders, and society. It’s not just about individual well-being—it’s about organisational sustainability.”
Employers play a crucial role in fostering an organisational culture that rewards ethical behaviour, Knoll noted. “They should foster an organisational culture that rewards ethical behaviour, encourages moral voice, and reduces pressures that lead to excessive working,” he said.