Researchers from the university’s Institute of Psychology examined the psychological mechanisms behind work engagement and workaholism, two behaviours that can look almost identical on the surface. Their findings were published in the journal Psychological Reports.

Both engaged employees and workaholics may spend long hours in the office, answer calls outside working hours and continue working while on holiday. But the researchers say the psychological mechanisms behind the two behaviours are fundamentally different.

Workaholism is associated with an internal compulsion to work and difficulty disconnecting from professional duties. It can be accompanied by tension, guilt when resting and the belief that personal worth depends on professional achievements.

Work engagement, by contrast, is characterised by satisfaction, energy and a sense of meaning derived from work. Engaged employees are able to recover after work and maintain a balance between their professional and private lives.

“Understanding this difference requires looking at the process of motivation itself. Until now, many studies have focused primarily on measuring personality traits or employees’ declared attitudes. Far less attention has been paid to the motivational mechanism itself, namely how goals are formed, how they are maintained and what factors determine whether a person continues or abandons a particular activity,” said Diana Kusik, PhD, the study’s first author and a professor at Jagiellonian University.

The researchers identified four areas of motivation that may help explain why some employees become deeply engaged in their work while others develop workaholic behaviours.

The first is a person’s level of energy and physiological activation, including emotional regulation, tolerance for monotony and the need for stimulation. According to the researchers, the ability to cope with monotony may support sustained engagement with work.

The second concerns goals, values and motives. Engaged employees tend to work because their jobs reflect their personal values, provide opportunities for development and bring satisfaction. Workaholics are more likely to be driven by fear of failure, anxiety about negative evaluation or a need to prove their worth.

The third area involves competencies and cognitive processes, including self-efficacy — a person’s belief in their ability to deal successfully with challenges — as well as their approach to problem-solving.

The fourth is the work environment.

Organisations that expect employees to be constantly available or routinely work excessive hours may unintentionally reinforce workaholic behaviours. By contrast, workplaces that give employees greater autonomy and opportunities to develop their skills are more likely to foster work engagement.

According to the psychologists, the key distinction ultimately comes down to motivation. Engaged employees are primarily guided by autonomous motivation: they see purpose in what they do, value opportunities to learn and derive satisfaction from their achievements. This is associated with greater well-being, more positive emotions and better performance.

Workaholism can instead be rooted in fear of failure, a need for continual validation and the belief that resting is a sign of weakness. Over time, prolonged overload can lead to fatigue, reduced concentration and psychological exhaustion — meaning that working the longest hours does not necessarily produce the best results.

Managers also play an important role, the researchers say. Leaders who set clear goals, support employee autonomy and model a healthy approach to work-life balance can create conditions that encourage engagement and reduce the risk of workaholism.

“The opposite is an organisational culture based on constant pressure, competition and the belief that employees should be available around the clock,” Kusik said.

Katarzyna Czechowicz (PAP)

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