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Excessive Overtime: Understanding Its Impact on Your Workforce and Business

<span id="hs_cos_wrapper_name" class="hs_cos_wrapper hs_cos_wrapper_meta_field hs_cos_wrapper_type_text" style="" data-hs-cos-general-type="meta_field" data-hs-cos-type="text" >Excessive Overtime: Understanding Its Impact on Your Workforce and Business</span>

Overtime can be a valuable tool for companies looking to meet demand without hiring additional staff. It also provides employees with an opportunity to earn extra income, often at premium rates. However, relying too heavily on excessive overtime can lead to significant negative consequences for both employees and the business. As the number of overtime hours increases, so do the risks associated with health, safety, productivity, absenteeism, and turnover.

Here are five critical consequences of excessive overtime that every business should consider:

 

1 - Increased Health Problems Due to Excessive Overtime

 

One of the most well-documented impacts of excessive overtime is the toll it takes on workers' health.

 

Research has shown that prolonged working hours are linked to a range of physical and mental health issues, including:

 

  • Lower back injuries in physically demanding jobs
  • Higher blood pressure among white-collar workers
  • Increased rates of depression and anxiety
  • Increased risk of alcohol and tobacco consumption
  • Higher injury rates, including lost workdays
  • Low birth weight in babies of female workers

 

In addition, a study conducted by Cornell University, it was found that 10% of employees working 50-60 hours per week experience severe work-family conflicts, a number that jumps to 30% for those working more than 60 hours. This contributes to a higher risk of divorce, mental health issues, and substance abuse, which in turn lead to absenteeism and decreased productivity.

 

2 - Increased Safety Risks From Excessive Overtime

 

Safety is another major concern when employees are subjected to excessive overtime. 

 

Fatigue from long work hours has been linked to impaired performance, decreased attention, and an increased likelihood of accidents. Studies have shown:

 

  • A threefold increase in accident rates after 16 hours of work
  • An increased risk of self-reported medical errors, preventable adverse events, near-miss crashes, percutaneous injuries, and attentional failures for doctors.
  • More frequent errors in high-stress environments like medical facilities and nuclear plants

 

Fatigue doesn’t only affect night-shift workers or those in transportation. Companies with high levels of overtime often experience an increase in accidents across all types of operations, as the effects of cumulative fatigue compromise safety across the board.

 

 

excessive overtime and level of fatigue

 

Figure 1. Level of fatigue-related workplace problems versus overtime level 3

 

3 - Decreased Productivity: The Hidden Cost of Excessive Overtime

 

Contrary to the belief that more hours worked means higher productivity, excessive overtime can actually lead to a significant decline in performance.

 

Research suggests that employees working over 60 hours per week can see a 25% drop in productivity, with diminishing returns after 50 hours. This productivity decline is due to several factors:

 

  • Fatigue leading to slower work and more mistakes
  • Presenteeism, where employees are physically present but mentally disengaged
  • Concerns about work-life balance that distract from work tasks

 

In industries where overtime is high, performance and production quality can suffer and reject rates and customer dissatisfaction can increase. A study of U.S. manufacturing industries found that a 10% increase in overtime leads to a 2.4% decrease in productivity, showing the diminishing returns of long work hours.

 

4 - Higher Absenteeism Rates Due to Fatigue and Burnout

 

As excessive overtime continues, the likelihood of absenteeism rises. Employees often need time off to recover from the physical and mental exhaustion caused by long work hours. This creates a self-perpetuating cycle: absenteeism forces other employees to work overtime to cover shifts, leading to further fatigue and absenteeism.

 

Research shows that 54% of companies with high overtime levels (more than 10 hours per employee per week) also experience high absenteeism rates, compared to just 23% of companies with normal overtime levels. Morale can also decrease, leading to even higher rates of absenteeism and turnover.

 

5 - Increased Turnover Rates From Lack of Work-Life Balance

 

Excessive overtime often leads to burnout, dissatisfaction, and ultimately, higher turnover rates. Employees working long hours without sufficient work-life balance are more likely to leave their jobs in search of better conditions. This is especially true for non-hourly employees who aren’t compensated with overtime pay, making the extra hours feel even less worthwhile.

 

High turnover creates additional challenges, as unexpected vacancies often require more overtime from existing employees to meet demand. This further exacerbates the problem, creating a vicious cycle that can be difficult to break.

 

Solutions to Combat the Negative Effects of Excessive Overtime

 

While overtime may sometimes be necessary, it's crucial for employers to implement strategies to manage excessive overtime and its negative consequences. Here are a few solutions to consider:

 

  • Address the root causes of absenteeism: Reducing unscheduled absences can alleviate the need for frequent overtime.
  • Properly staff for demand: Ensuring that staffing levels meet the operational needs can prevent the over-reliance on overtime.
  • Monitor overtime policies: Regularly assess and adjust overtime policies to ensure they aren't encouraging overwork or burnout.
  • Increase productivity during regular hours: Focusing on productivity improvements during standard work hours can reduce the need for overtime.

 

Conclusion: Finding the Right Balance

 

While overtime can be a valuable tool for managing workload fluctuations, excessive overtime can have serious repercussions for both employee well-being and overall company performance. By understanding and addressing the risks associated with excessive overtime, employers can create a healthier, more sustainable work environment that maintains productivity without overburdening the workforce.




REFERENCES

  1. Bureau of Labor & Statistics. Current Employment Statistics. 2013.
  2. Circadian’s Shiftwork Practices 2002.
  3. Circadian’s Shiftwork Practices 2004.
  4. CIRCADIAN® shift worker database.
  5. Van der Hulst M. Long Work Hours and Health. Scandinavian Journal of Work, Environment and Health 2003;29.
  6. A standard 12-hour schedule is not counted in this definition, as it is usual to work three or four days a week when working these schedules.
  7. Daltroy LH et al. A case-control study of risk factors for industrial low back injury: implications for primary and secondary prevention programs. Am Journal of Industrial Medicine 1991;20.
  8. Hayashi T et al.. Effect of overtime work on 24-hour ambulatory blood pressure. Journal of Occupational and Environmental Medicine 1996;38.
  9. Ettner SL, Grzywacz JG. Workers’ perceptions of how jobs affect health: a social ecological perspective. Journal of Occupational Health Psychology 2001;6.
  10. Lowery JT et al. Risk factors for injury among construction workers at Denver International Airport. American Journal of Industrial Medicine 1998 Aug;34.
  11. Rosa RR. Extended workshifts and excessive fatigue. Journal of Sleep Research 1995;4.
  12. Cornell University. Industrial and Labor Relations, Institute for Workplace Studies. Overtime and the American Worker.1999
  13. Shields M. Long Working Hours and Health. Health Reports, Autumn 1999; 11.
  14. Kirkaldy B et al. Working Hours, Job Stress, Work Satisfaction, and Accident Rates Among Medical Practitioners and Allied Personnel. International Journal of Stress Management 1997;4.
  15. Nevison J, Overtime Hours: The Rule of Fifty.
  16. Permission from Nevison, Oak Associates.
  17. Shepard E, Clifton T. Are Long Hours Reducing Productivity in Manufacturing. International Journal of Manpower 2000;7.

 

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