New study reveals link between workaholism and organizational harm

The hidden ethical costs of workaholism have been highlighted in a recent study led by Aston University and University of Leipzig scholars.

Workaholism is an inner pressure to working, that provides a sense of fulfilment but can lead to physical and psychological problems, relationship issues and burnout.

The study, published in the Journal of Organizational Behavior, showed that it can interfere with moral self-regulation and subsequent ethical behaviour, particularly in organisations that prioritise bottom-line results and self-interest.

An international team of researchers, led by Professor Roberta Fida (Aston University) and Dr Michael Knoll (University of Leipzig) and funded by INAIL (the Italian National Institute for Insurance against Accidents at Work), conducted two surveys to study workplace behaviour. They gathered responses from employees in Italy (505 people) and the UK (1,046 people) over three different points in time. Their findings show that being a workaholic can cause people to become less engaged with their moral values. This makes them less likely to speak up about ethical problems they notice at work and more likely to stay silent, even when they see something wrong.

The research draws on Bandura’s social cognitive theory of morality, which suggests that moral behaviour is regulated by personal standards and social norms. The researchers found that moral disengagement acts as a critical mediator between workaholism and employee silence or moral voice. Workaholism increases tendencies to morally disengage which, in turn, led to less moral voice and more employee silence.

Another finding surrounded the role of the organisational context. The second study revealed that a perceived climate of self-interest, where employees believe that individual gain is prioritised over other values such as norms or collective welfare, amplifies the negative effects of workaholism. In these environments, workaholics were even more prone to morally disengage, further diminishing their likelihood of addressing ethical issues.

Roberta Fida, professor of organisational behaviour and organisational psychology at Aston University, said:

“We often think of workaholism as a personal struggle or even a badge of dedication, but our research shows it has far-reaching consequences.

“Workaholics, focused intensely on task completion and personal achievement, tend to disengage from their moral standards.

“This leads them to rationalise silence in the face of unethical practices, which can preserve behaviours and practices that are potentially damaging to organisations and society at large.

“Our findings highlight the critical need for organisations to rethink their workplace cultures, particularly in sectors where bottom-line mentalities dominate. When workaholism and a self-interested culture converge, the result isn’t just burnout - it’s a systemic erosion of ethical standards.”

Dr Michael Knoll said:

“Workaholics justify withholding their voice by convincing themselves that their silence is harmless or justified as they need to prioritise finishing their tasks.

“But by doing so, they fail to address pressing organisational issues such as safety risks, unethical leadership, or inefficiencies that affect their colleagues and stakeholders.

“By normalising silence and neglecting ethical concerns, organisations risk perpetuating harm to employees, stakeholders, and society. It’s not just about individual well-being—it’s about organisational sustainability.

“Employers need to move beyond seeing long hours and over-dedication as signs of commitment. Instead, they should foster an organisational culture that rewards ethical behaviour, encourages moral voice, and reduces pressures that lead to excessive working.”

You can read the full study, Quiet workaholics? The link between workaholism and employee silence and moral voice as explained by the social cognitive theory of morality, by visiting the Journal of Organizational Behavior website.