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