Long working hours are often celebrated as signs of ambition and dedication. But when the inability to stop working begins affecting sleep, relationships and mental health, productivity can turn into a psychological burden.

In a culture where professional success is frequently measured by productivity, working late, answering emails during holidays and remaining constantly available have become increasingly normalised. However, psychologists warn that there is a difference between being hardworking and being psychologically dependent on work.

Workaholism is not simply about spending more hours at the office. It involves a compulsive internal drive to work, even when an individual recognises its negative consequences.

What makes someone a workaholic?

People may become excessively attached to work for different reasons. Some associate professional achievements with personal worth, while others fear failure, financial insecurity or losing their position.

Perfectionism, anxiety and the need for external validation can also contribute to compulsive working patterns.

A 2023 systematic review and meta-analysis, discussed in a 2024 review published in Frontiers in Psychology, estimated the pooled prevalence of workaholism at approximately 14.1%.

The distinction between work engagement and workaholism is important. An engaged employee may work long hours because of enthusiasm or temporary professional demands. A workaholic may feel compelled to work even when exhausted or when there is no immediate requirement.

The psychological and physical consequences

Persistent work-related pressure can interfere with emotional regulation, sleep and personal relationships.

Individuals may experience:

• Chronic anxiety and irritability.
• Difficulty switching off from professional responsibilities.
• Sleep disturbances and exhaustion.
• Reduced family and social engagement.
• Burnout and emotional detachment.

Long working hours have also been associated with increased cardiovascular health risks. However, the relationship between workaholism itself and specific diseases requires further research.

India’s workplace challenge

Digital communication has made professional boundaries increasingly difficult to maintain. Employees can receive work messages long after office hours, creating an expectation of constant availability.

A national cross-sectional study of 3,987 university faculty members in India examined the relationship between digital engagement, working hours, sleep and burnout. It highlighted the importance of workload and sleep patterns in understanding professional exhaustion.

How can workaholism be addressed?

Employers need to encourage reasonable working hours, adequate leave and a workplace culture that does not equate exhaustion with commitment.

Individuals can establish clear professional boundaries, schedule periods without digital communication and seek psychological support when work-related anxiety becomes difficult to manage.

Professional ambition should contribute to a fulfilling life, not consume it.