The Negative Impacts of Hustle Culture on Employee Engagement and Wellness

Introduction

Hustle culture has become a pervasive ideology within workplaces around the globe. This cultural phenomenon, which glorifies relentless work, constant productivity, and the sacrifice of personal life for professional success, has significant implications for employee engagement and wellness. Despite the apparent short-term gains in productivity and economic growth, the long-term consequences of hustle culture can be detrimental to employees' physical and mental health, job satisfaction, and overall well-being. This analysis explores the negative impacts of hustle culture on employee engagement and wellness and outlines suggestions for shifting organizational culture.

Definition and Origins of Hustle Culture

Hustle culture, often characterized by phrases such as "rise and grind" or "work hard, play hard," or “dreams demand hustle” promotes the idea that unrelenting work and effort are paramount to achieving success. This mindset often encourages employees to prioritize work above all else, including personal relationships, hobbies, and even health. The origins of hustle culture can be traced back to the industrial revolution, where long working hours and minimal rest were normalized. However, the advent of digital technology and the internet has exacerbated these tendencies, making it easier for employees to work around the clock and stay connected to their jobs even during off-hours (Bane, 2020).

What I’ve Witnessed

I’ve had the privilege of coaching many leaders throughout my career, and I’ve witnessed the detrimental effects of hustle culture across industries. At its peak, the pandemic required healthcare workers to stretch themselves far beyond reasonable expectations. I’ve seen hoards of shift workers burn the midnight oil - literally sharing a desk with their daytime counterparts - in the transportation industry, to the point that emergency services were regularly called to transport an exhausted team member to the emergency room after too many energy drinks on a 72 hour shift. The impact of this culture has a three-fold effect on the health and wellbeing of the organization and its team members: physical, mental, and emotional (as demonstrated by employee engagement).

Impact on Physical Health

Increased Stress Levels

Hustle culture often leads to elevated stress levels among employees. The pressure to constantly perform and deliver results can create a chronic stress environment, which has been linked to numerous health issues. Chronic stress can lead to cardiovascular diseases, hypertension, and weakened immune systems (Kivim?ki et al., 2015). Moreover, stress can exacerbate existing health conditions, making it harder for employees to recover and maintain overall health.

Sleep Deprivation

Another significant impact of hustle culture is sleep deprivation. The constant demand to work longer hours often comes at the expense of adequate rest. Lack of sleep has been associated with an increased risk of diabetes, obesity, and impaired cognitive function (Walker, 2017). Employees who are sleep-deprived are also more prone to accidents and errors, further impacting their productivity and safety at work.

Sedentary Lifestyle

The nature of hustle culture often promotes a sedentary lifestyle, as employees spend extended periods sitting at their desks without breaks. This lack of physical activity can lead to musculoskeletal problems, obesity, and metabolic syndrome (Tremblay et al., 2010). Furthermore, prolonged sitting has been linked to an increased risk of certain cancers and mental health disorders, such as depression and anxiety (Owen et al., 2010).

Impact on Mental Health

Burnout

Burnout is one of the most severe consequences of hustle culture. Defined by the World Health Organization (WHO) as a syndrome resulting from chronic workplace stress that has not been successfully managed, burnout is characterized by feelings of energy depletion, increased mental distance from one's job, and reduced professional efficacy (WHO, 2019). Burnout not only affects employees' mental health but also their performance and engagement at work.

Anxiety and Depression

The relentless pressure to perform and the constant connectivity to work can lead to anxiety and depression. A study by the American Psychological Association (APA) found that work-related stress is a significant contributor to anxiety and depression among employees (APA, 2017). The lack of work-life balance and the fear of not meeting expectations can exacerbate these conditions, leading to severe mental health issues.

Decreased Job Satisfaction

Hustle culture can also lead to decreased job satisfaction. When employees are constantly pushed to their limits, they may feel undervalued and overworked, leading to a decline in job satisfaction. This can result in higher turnover rates, as employees seek more balanced and fulfilling work environments (Maslach & Leiter, 2016).

Impact on Employee Engagement

Reduced Productivity

Contrary to the belief that longer working hours lead to higher productivity, research has shown that overwork can reduce efficiency and output. A study by Stanford University found that productivity per hour declines sharply when a person works more than 50 hours a week (Pencavel, 2014). After 55 hours, productivity drops so much that putting in any more hours is pointless. Therefore, hustle culture can paradoxically lead to decreased overall productivity and efficiency.

Lowered Employee Morale

The high expectations and constant pressure associated with hustle culture can lower employee morale. When employees are continuously expected to exceed their limits without adequate recognition or compensation, it can lead to feelings of resentment and disengagement. This lowered morale can spread throughout the organization, affecting overall workplace culture and employee relations (Harter, Schmidt, & Hayes, 2002). A Gallup survey of roughly 67,000 people in 2022 found only 32% of workers are engaged with their work compared with 36% in 2020 (NPR, 2023).

Increased Turnover

The combination of burnout, decreased job satisfaction, and lowered morale can significantly increase employee turnover rates. High turnover is costly for organizations, both in terms of recruitment expenses and the loss of institutional knowledge. Employees are more likely to leave jobs where they feel overworked and undervalued, seeking environments that offer better work-life balance and recognition (Hom, Lee, Shaw, & Hausknecht, 2017).?

Societal Impacts

Erosion of Work-Life Balance

Hustle culture contributes to the erosion of work-life balance, as employees feel compelled to prioritize work over personal and family life. This imbalance can lead to strained relationships, reduced quality of life, and a general sense of dissatisfaction. The societal expectation to always be productive can make it difficult for individuals to take time for themselves and their loved ones, further perpetuating the cycle of overwork (Greenhaus & Beutell, 1985).

Normalization of Overwork

The normalization of overwork as a badge of honor can create a toxic work environment where employees feel pressured to compete with one another for who can work the longest hours. This competitive atmosphere can lead to unhealthy behaviors and attitudes, further entrenching the negative impacts of hustle culture (Schaufeli, 2018). It can also discourage employees from taking necessary breaks or seeking help for stress-related issues, fearing it may be perceived as a sign of weakness.

Strategies to Mitigate the Negative Impacts

Promoting Work-Life Balance

Organizations can promote work-life balance by encouraging employees to set boundaries between work and personal life. This can include implementing policies such as flexible work hours, remote work options, non-meeting sanctuary days, and mandatory vacation days. Encouraging employees to take regular breaks and providing resources for stress management can also help mitigate the negative impacts of hustle culture (Kossek, Hammer, Kelly, & Moen, 2014).

Fostering a Supportive Work Environment

Creating a supportive work environment where employees feel valued and recognized can significantly improve engagement and wellness. This can involve regular feedback and recognition, opportunities for professional development, and creating a culture of open communication. By fostering a supportive environment, organizations can help reduce stress and increase job satisfaction (Kahn, 1990).

Encouraging Mental Health Awareness

Raising awareness about mental health and providing resources for support can help employees manage the stress and anxiety associated with hustle culture. Organizations can offer mental health programs, counseling services, and workshops on stress management. Encouraging a culture where seeking help is normalized and supported can significantly improve employee well-being (Cooper, Dewe, & O'Driscoll, 2001).

Conclusion

Hustle culture, while often seen as a path to success and productivity, can have detrimental effects on employee engagement and wellness. The constant pressure to perform and the glorification of overwork can lead to severe physical and mental health issues, decreased job satisfaction, and higher turnover rates. However, organizations can counteract these negative impacts by implementing strategies to promote work-life balance, supportive work environments, and mental health awareness.

Balancing organizational energies can play a crucial role in mitigating the effects of hustle culture.?

In our MEND Energy Framework each archetype brings unique strengths to the workplace, and understanding how to harness these energies can lead to a more balanced and sustainable work environment:

• Mover: By driving action and results, Movers can inspire progress and momentum without necessarily relying on extended work hours. Encouraging efficient and focused efforts rather than sheer quantity of work can help maintain high productivity levels while avoiding burnout.
• Executor: Executors provide structure and stability through consistency and process adherence. By streamlining processes and ensuring that work is manageable, Executors can help create a more predictable and less stressful work environment.
• Navigator: Navigators envision future pathways and adjust courses as needed. Their strategic foresight can help set realistic goals and expectations, preventing the frantic pace often associated with hustle culture. By planning for sustainable growth, Navigators ensure that employees are not overextended.
• Diplomat: Diplomats foster connections and facilitate communication, crucial for maintaining a supportive and collaborative work culture. By promoting open dialogue and recognizing employees' contributions, Diplomats can enhance job satisfaction and reduce feelings of isolation and stress.

By recognizing and leveraging these energies, organizations can foster a healthier, more engaged, and productive workforce. The MEND framework provides a holistic approach to managing organizational dynamics, ensuring that all aspects of the work environment are balanced and aligned with the well-being of employees. In this way, organizations can scale their impact without succumbing to the detrimental effects of hustle culture.

Discover Your Organizational Energy Archetype

Take the MEND Energy Assessment today and embark on a journey to scale your impact without the burnout. Discover how you can contribute to a healthier, more engaged, and resilient organization.?

Are you curious about your organizational energy archetype and how you can thrive without falling into the traps of hustle culture? We invite you to take the MEND Energy Assessment, a unique tool designed to help you understand your primary energy in the workplace—whether you are a Mover, Executor, Navigator, or Diplomat. By recognizing and leveraging your strengths, you can enhance your productivity and well-being while fostering a balanced and sustainable work environment.

CLICK HERE to take the assessment.

References

American Psychological Association. (2017). Stress in America: The State of Our Nation. Retrieved from https://www.apa.org/news/press/releases/stress/2017/state-nation.pdf

Bane, M. (2020). The Impact of Digital Technology on Work-Life Balance. Journal of Workplace Health Management, 13(2), 134-150.

Cooper, C. L., Dewe, P. J., & O'Driscoll, M. P. (2001). Organizational Stress: A Review and Critique of Theory, Research, and Applications. Thousand Oaks, CA: Sage Publications.

Greenhaus, J. H., & Beutell, N. J. (1985). Sources of Conflict Between Work and Family Roles. Academy of Management Review, 10(1), 76-88.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279.

Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One Hundred Years of Employee Turnover Theory and Research. Journal of Applied Psychology, 102(3), 530-545.

Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724.

Kivim?ki, M., Nyberg, S. T., Batty, G. D., Fransson, E. I., Heikkil?, K., Alfredsson, L., ... & Theorell, T. (2015). Job Strain as a Risk Factor for Coronary Heart Disease: A Collaborative Meta-Analysis of Individual Participant Data. The Lancet, 380(9852), 1491-1497.

Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P

Hsu, A. (2023, January 25). America, we have a problem. People aren't feeling engaged with their work. Heard on All Things Considered. NPR. https://www.npr.org/sections/all-things-considered/2023/01/25/americans-not-engaged-with-work