Trying too hard at work could actually harm your career

 

Most people believe that harder work leads to more and faster promotions, with more money and a greater sense of achievement. But it seems for many this is not the case.

Contrary to the assumption that working harder equates to working better, a new study has shown that working too hard consistently will not only negatively impact on your wellbeing, but impact on your career too.

Researchers from City University analysed the effects of intensified working patterns and long hours, the amount of effort put into an individual’s job task against measures of wellbeing (stress, fatigue and job satisfaction), as well as career-related outcomes. The data was collated from more than 500,000 people from over 30 European countries.

Researchers revealed that there was a correlation between an increased work intensity and reduced wellbeing and inferior work outcomes in terms of job security and career prospects.

Results suggested that the negative effects of working too hard, such as stress, fatigue, and burnout, outweigh the futile pleasure gained from showing dedicated to the company by going that extra mile.

Although employers’ value dedicated employees who are good at their jobs, many employers are said to be the main driving force behind an overworked workforce. And once an employee gets to a state of burnout, it is not so easy to get out of.

Carly Gregory, advo hr Business Partner commented “Employee wellbeing continues to be a topic at the forefront. This research concurs with others we have seen recently relating to leavism/presenteeism, unmanageable stress at work and a nation of workaholics.”

“It emphasises the importance of striking a work life balance in order to enhance employee productivity, engagement and success. Sometimes taking a small break from something can help you reflect, stay rational and come up with new and fresh ideas.”

Carly adds “Employees are more likely to work efficiently and effectively if their employers are able to recognise an overworked workforce and are supportive to help them progress, rather than leaving them to get to breaking point, which would ultimately have serious consequences for both the employee and the business.”

Carly Gergory advo hr Business Partner

The Health and Safety Executive (HSE) found that 526,000 workers were suffering from work-related stress.

Writing in Harvard Business Review, Eric Garton, coauthor of Time, Talent, Energy: Overcome Organisational Drag and Unleash your Teams Productive Power, believes it might not be the individual’s fault for overworking, with burnouts a product of a company’s culture.

“Executives need to own up to their role in creating the workplace stress that leads to burnout—heavy workloads, job insecurity, and frustrating work routines that include too many meetings and far too little time for creative work,” he wrote. “Once executives confront the problem at an organisational level, they can use organisational measures to address it.”

 

 

This article is based on an article first published in HR Grapevine – You can see the original article here.

 
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