Overwork climate scale: psychometric properties and relationships with working hard

Abstract

Purpose-The purpose of this paper is to evaluate whether employees' tendency to work excessive hours is motivated by the perception of a work environment that encourages overwork (overwork climate). Thus, this study introduces a self-report questionnaire aimed at assessing the perception of a psychological climate for overwork in the workplace. Design/methodology/approach-In Study 1, the overwork climate scale (OWCS) was developed and evaluated using principal component analysis (n ¼ 395) and confirmatory factor analysis (n ¼ 396). In Study 2, the total sample (n ¼ 791) was used to explore the association of the overwork climate with opposite types of working hard (work engagement and workaholism). Findings-Two overwork climate dimensions were distinguished, namely, overwork endorsement and lacking overwork rewards. The lack of overwork rewards was negatively associated with engagement, whereas workaholism showed a strong positive association with overwork endorsement. These relationships remained significant after controlling for the impact of psychological job demands. Research limitations/implications-The findings rely on self-report data and a cross-sectional design. Practical implications-The perception of a work environment that encourages overwork but does not allocate additional compensation seems to foster workaholism. Moreover, the inadequacy of overwork rewards constitutes a lack of resources that negatively affect employees' engagement. Originality/value-This study represents one of the first attempts to develop a questionnaire aimed at assessing a psychological climate for overwork and to explore whether the perception of this type of climate may be significantly related to workaholism and work engagement.

Workaholism profiles: Associations with determinants, correlates, and outcomes

“…Very Low) profiles. Our results thus suggest that job resources might only minimally limit workaholism and suggest that caution is needed in the provision of hierarchical support, as this source of support tends to be associated with higher than average levels of workaholism (also see Mazzetti et al ., ). Future research needs to more extensively look at positive workplace characteristics that might curb workaholism, and try to unpack the mechanisms underlying the positive relation between hierarchical support and workaholism.…”

“…Prior variable‐centred (Mazzetti et al ., ; Sandrin & Gillet, ) and cluster analytic (Schaufeli, Bakker et al ., ) studies generally suggested that it might be important to distinguish the two facets of workaholism. For instance, Huyghebaert et al .…”

“…Employees who feel supported by their supervisor and colleagues may not come to rely on destructive forms of work overinvestment compared to those who feel more isolated at work (Spurk et al ., ). Moreover, supervisor support has been found to be more frequently associated with a work environment where employees are not pushed to work extra hours, possibly leading to a reduced risk of workaholism (Mazzetti, Schaufeli, Guglielmi, & Depolo, ). Finally, workers who feel sufficiently independent at work may dispose of a greater level of latitude to deal with their job demands within regular work schedules without feeling compelled to go overboard (Molino et al ., ).…”

Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study

“…In future studies, engaging leadership could be measured intersubjectively by using 360° assessment. The same applies for work engagement (see Mazetti, Schaufeli, Guglielmi, & Depolo, ).…”

Heavy work investment, personality and organizational climate

“…Overwork climate was assessed with a recently developed 8-item questionnaire (Mazetti, Schaufeli, Guglielmi & Depolo, 2016). An example item is: "In the organization where I work it is considered normal for employees to take their work home".…”