Workaholism

The term "workaholic" is well documented in our society and is often associated with career, prestige, performance, productivity and related recognition. The possibility is excluded or taboo that work can trigger a pathological addictive state.

But do workaholics actually bring the supposedly expected "benefits" to companies, and what are the risks of employing job addicts? These issues are explored in the study "The >>Drug<< Work: Business as a Dealer and as a Risk Carrier - Human Resources Risks of Workaholism". It questions the productivity of working people and highlights the need to catch up on further scientific research in the medical, social and economic fields. Workaholism should be publicly perceived as a disease, in order to achieve the basic prerequisite for a more serious engagement of society with this matter.

From an operational point of view, working addicts provide a degree of positive business benefits. But when does this benefit curve break off and harm the business? An approximation to the answer to this question seems possible through HR risk management. The study identifies the potential business management and, in particular, the HR risks associated with workaholics. The results are corroborated by a survey of HR managers from industry, services and commerce. It was specifically asked for indicators of workaholism (symptoms, characteristics and types of work addiction) as well as company conditions that can trigger or promote workaholism. The survey clearly reflected the fundamental phenomenon of workaholism: The indicators of addiction are well known and sometimes widespread, but they are not considered to be related to addiction or addictive workplace conditions.

On the basis of practical examples concrete cost scenarios from the occupational HR-everyday life can be consulted: Effects of work addiction like employee fluctuation, staffing procedures, motivation-related personal discussions as well as absences are presented and evaluated qualitatively as well as quantitatively. It can be seen that there are clear HR risks for companies here. Also, the business risks in the form of value creation losses z. For example, by delaying work processes, increased error rates or lack of reliability in the execution of tasks. The examples show that workaholics not only cause significant costs, but can also jeopardize the existence of a business. As an example, a serious wrong decision of a work addict manager or specialist called.

The survey of human resource managers confirms that efficient risk analysis has a serious HR task here. The symptoms, characteristics and certain types of work-types were present in the companies, sometimes even with a high prevalence. In addition, it became clear that working addicts can move in an operational environment in which they can live their addiction without being disturbed, without having to fear operational or employment-related consequences.

In another empirical study, work addicts were interviewed for the first time in the German-speaking countries about job-search indices and their effects on companies. In addition, operating conditions were raised that have an influence on the disease. A derived risk analysis again illustrates the risk potential of workaholism and its management challenges.

As a result of continued limited social recognition of workaholism, integrating the problem of work-addiction into HR risk management poses a major hurdle for companies. For this reason, our publications specifically address the addiction-specific recommendations for the operational practice of HR managers. In particular, a personal information discussion and a check-up discussion were modified or developed with regard to the risk assessment, and ways of analyzing the absenteeism of work-addicts were shown. In addition, common human resources instruments and their application in relation to workaholism as well as the corresponding risk analysis are discussed. A labor law assessment and the establishment of an escalation plan for dealing with work addicts complete the recommendations for action. A practice-oriented action guide identifies opportunities for identifying workaholics and gives managers pragmatic recommendations for action. Therefore, the challenges of workaholism can be faced in everyday business life.

The denial of workaholism can no longer afford a company today. Personnel managers should be encouraged by the studies to be more active in advising them to avert potential damage to businesses.