Workaholism describes a compulsive work behavior that exhibits typical characteristics of behavioral addictions. A workaholic is someone whose relationship with work aligns with non-substance-related dependency patterns.
According to an early theoretical and empirical definition by Schumacher (1986), workaholics primarily show the following traits:
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Their thoughts and actions revolve entirely around work.
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They are unable to control the scope and duration of their work behavior.
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If prevented from working—either voluntarily or involuntarily—they may experience withdrawal symptoms, including psychosomatic issues (indicative of an inability to abstain).
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There is a rising tolerance level: more work is required to reach desired emotional or mental states.
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Psychosocial or reactive psychological disturbances often occur.
Further behavioral tendencies among workaholics include obsessive perfectionism, extremely high standards, difficulty distinguishing between important and trivial tasks, and an inability to delegate.
Workaholism may be classified as a mental health disorder when it leads to harm—either to the individual’s health, their personal life, or the organization. However, such boundaries can be blurry, as work and productivity are often highly valued in modern societies.
The Four Types of Workaholics
Recent research identifies four distinct types of workaholics:
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Indecisive Workaholics: Struggle to make and implement decisions, compensating through overwork.
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Overwhelmed and Rigid Workaholics: Use excessive work to suppress their fear of job demands.
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Driven and Rigid Workaholics: Push through their beliefs at all costs, refusing to delegate tasks or responsibilities.
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Overwhelmed and Compulsive Workaholics: Motivated by perfectionism, leading to never feeling finished, as things can always be improved.
Causes and Consequences
Workaholism can stem from a strong drive for achievement, success, or job security. Other motives include avoiding uncomfortable emotions, situations, or people; or a fear of inactivity and one’s own need for rest—often perceived as threatening. It is frequently assumed that workaholics suffer from low self-esteem or poor self-concept, though empirical evidence remains limited. Feelings of inferiority and lack of appreciation are thought to be key drivers.
Workaholism is significantly more prevalent in leadership roles, whereas workers with fixed schedules are rarely affected. In advanced stages—initiation, critical phase, chronic phase, and final phase—work performance often declines. Some workaholics retire early or die prematurely due to burnout or stress-related illnesses (see Karoshi Syndrome).
Role of HR in Addressing Workaholism
HR professionals can mitigate the negative effects of workaholism through awareness campaigns and tailored programs such as work-life balance initiatives, time management training, and coaching. However, these efforts are most effective when supported by broader structural and cultural changes within the organization.
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