Not a Member? Get access to HR news and resources that you can trust.
Make sure supervisors know these common justifications for harassment are unacceptable.
Is your employee handbook ready for the changing world of work? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
60+ new SHRM Seminar dates in 10 U.S. cities and virtually.
Expand your influence and learn how to become an effective leader -- Join us in Phoenix, AZ, October 2-4, 2017.
Giving workers freedom with hours inspires productivity, but can lead to burnout
Adopting a hands-off policy
about when and where employees work may be the best way to ensure they’re productive.
That’s the conclusion from new research by University of Pennsylvania professor Alexandra Michel, whose 12-year
study of investment bankers found that highly educated employees are more inspired, and work longer hours, when they have autonomy over their schedules.
When they set their own work pace, these same employees tend to take fewer
vacations and to work on weekends.
“When something is driven by individual decision, you would expect to see
variable schedules, but all worked 80, 90, 100 hours a week,” said Michel, a
former Goldman Sachs associate whose study was published in the summer 2014
issue of The Sociological Quarterly.
The potential downside to such a work pace, Michel found, is that some
employees suffer what she described as “debilitating physical and psychological breakdowns.”
Because work habits on Wall Street often reflect other industries
that employ what Michel called “knowledge workers”—those whose jobs involve
handling or using information—she tracked young executives at two large
investment banks. As often happens with knowledge workers in other industries,
the bankers had no obvious supervision or controls over the hours they worked. They
decided where and how much to work, and came and went as they pleased.
found that most put in grueling hours—as many as 100 hours a week—which took a
toll over the years. During the first four years, she said, “people lost hair,
packed on pounds, got colds, but their performance was unaffected.”
After four years, some began developing chronic pain, depression, anxiety,
insomnia, eating disorders, addictions and heart palpitations.
“The body begins to break down,” Michel said. “But the data show that when the
body starts to break down, technical performance doesn’t suffer. You can still do
what you’re expected to do with the accuracy and technical skill needed. But
creativity, judgment and ethical sensitivity all suffered.”
Ethical sensitivity, she explained, refers to the way the employees treat others.
Workers can become curt, impatient, rude, volatile and otherwise unpleasant.
However, most bankers can’t continue the punishing pace for very
long after that, she found. The average tenure of an investment banker is seven
years; the average age at which they leave the industry is 35.
One person who commented for a follow-up study that Michel
conducted—which looked at how bankers bring their workaholic traits to other
industries—said: “I had body pain that kept moving around, my hips, neck,
wrists, knees, everything was painful. I could not think right. It took me
hours to get the work done that I could previously do in a few minutes. And I
now I know that I was depressed.”
Culture Encourages Overwork
Michel discovered that even without rules or
supervisors dictating when and where the bankers got their jobs done, there
were subtle cultural dynamics in the workplace that compelled them to keep the
hours they did.
For instance, some Wall Street
banks got rid of private offices and created open floor plans that allowed
employees to more easily see when others left the office. “Even very senior
bankers didn’t want to leave before midnight because they feared they were
setting bad examples,” she said.
Banks, like other workplaces,
began bringing in meals for those who worked past dinnertime, subsidized
on-site gym memberships and offered free nighttime car service home—which “had
the consequence of making them work more, because now it was so convenient to
do so,” she said.
Michel’s follow-up study showed
brought their “results-oriented” culture to their new jobs—jobs that allowed
employees to work at their own pace as long as they delivered. The practice, she
said, led those at the new organizations to
Another person interviewed for
Michel’s follow-up study had this to say about working at a bank: “I started to work hard … partly
because others shamed me into it. When someone left before midnight, you’d hear
comments like: ‘Half a day today?’ The more you worked, the more of a hero you
“We should care about this
because bankers burn out after only seven years, then they go into important
positions in our economy and bring their high-intensity work values with them,”
Michel said. “My fear is that there will be a lot of indiscriminate overwork
and people [in other industries] will suffer much more severe breakdowns than
bankers. The latter are fairly resilient and can retire fairly wealthy.”
Yet employees in other
industries may not be quite so resilient or financially stable. “This could
have significant implications and costs for our economy.”
Wilkie is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies
[/_catalogs/masterpage/SHRMCore/Main.master][Title][SHRM Online - Society for Human Resource Management]