Workaholism: When Work Becomes an Addiction

While most people derive satisfaction from their professional accomplishments, some become more invested in their work than they should.

Better known as workaholism, ergomania is a compulsion that drives individuals to work excessively. According to a report published in Frontiers in Psychology, approximately 15.2% of the population may be affected by workaholism.

Contrary to popular belief, working 60 hours per week does not automatically make someone a workaholic.

“Workaholism is primarily linked to how individuals perceive work psychologically, including the thoughts, emotions and motivations it generates. Some people work long hours without experiencing negative effects, while others work only the expected number of hours for their position and still experience severe workaholism,” explains Vicky S. Mérette, PhD candidate in Work and Organizational Psychology.

What causes workaholism?

LA SPHÈRE, the Research Laboratory on Life and Work Spheres at the Université du Québec à Montréal (UQAM), led by Yanick Provost Savard, has studied the causes of workaholism.

A study conducted among 311 full-time workers in Quebec identified two factors that can contribute to workaholism:

1- A culture of overinvestment: The work environment encourages employees to work overtime, for example, to obtain a promotion.

2- Expectations of constant availability: Immediate supervisors create the impression that employees must remain engaged outside regular working hours, for example by sending messages in the evenings or on weekends.

Beyond performance-driven workplace cultures, individual factors can also contribute to workaholism. The study found that individuals with perfectionist tendencies are at greater risk of experiencing workaholism.

Vicky S. Mérette explains that a normal workload generally fosters engagement. “Completing tasks generates positive emotions that can continue even after the workday ends.”

However, when faced with excessive workloads, two reactions are possible:

1- Disengagement: “Individuals create emotional, cognitive or physical distance from their work.”

2- Overinvestment: Rather than coming from intrinsic motivation, the drive to complete tasks stems from external pressure that becomes internalized as a personal obligation. “People work excessively not necessarily because they enjoy it, but because they feel compelled to perform and meet certain expectations. They want to avoid discomfort, guilt, anxiety or a negative self-image.”

How can you recognize workaholism?

Workaholism can manifest itself in different ways and is generally characterized by four interconnected dimensions that may vary in intensity from one individual to another:

Behavioral dimension: Spending more hours working than colleagues or than the position requires.

1- Behavioral dimension: Spending more hours on our work than our colleagues do on average, or than our role actually requires.

2- Cognitive dimension: Experiencing negative thoughts or rumination that persist even during personal time with family and friends.

3- Emotional dimension: Feeling negative emotions related to work, such as guilt or anxiety, that continue to affect personal life.

4- Motivational dimension: Feeling constant pressure to perform and meet expectations.

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What are the consequences of workaholism?

Research has shown that workaholism can lead to burnout and reduced overall life satisfaction.

“If all of our time, energy and attention are directed toward work, other areas of our lives will inevitably suffer,” says Vicky S. Mérette.

It is often assumed that workaholics are more productive than their colleagues. In reality, lack of rest and persistent negative emotions can reduce productivity and motivation. Workaholics are also more likely to leave their jobs.

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What role can HR play in preventing workaholism?

HR teams play a critical role in promoting mental health at work. Here are several actions that can help prevent workaholism:

1-Adopt workplace well-being policies

Rather than rewarding excessive commitment and overtime, foster a healthy workplace culture that promotes the right to disconnect.

2- Raise awareness about workaholism

Organize workshops and provide information that helps employees identify the four dimensions of workaholism. Educate managers about the role they can play in preventing and recognizing workaholism.

3-Clearly define expectations

To reduce overinvestment, establish clear job descriptions and encourage managers to communicate performance expectations transparently.

4-Encourage open dialogue

Implement feedback mechanisms that allow employees to openly discuss perceived expectations that may contribute to excessive work investment.

5.Lead by example

Avoid working excessive hours or sending messages in the evenings, on weekends or during vacations. Maintain clear boundaries between professional and personal life.

Leadership teams and HR professionals have much to gain by reflecting on the culture of performance promoted within their organizations.

"We need to rethink the models within our organizations and stop celebrating people who wear workaholism like a badge of honor despite their exhaustion,” says Vicky S. Mérette.

By prioritizing mental health in the workplace, organizations enable employees to thrive—and ultimately, the entire organization benefits.

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