Workaholism among Norwegian Senior Managers: New Research Directions

This study examined correlates of workaholism in a sample of 171 Norwegian construction company owners and senior managers. Data were collected using self-report questionnaires. Workaholism types identified by Spence and Robbins (1992) were compared using one way ANOVA. Dependent variables included measures of work conflict, work support, Type A behaviors and psychological burnout components. Work Addicts indicated more emotional exhaustion than other workaholism types, Enthusiastic Addicts reported more Achievement striving. Contrary to expectations, there were no differences among workaholism types on measures of work conflict or support. The role of cultural and occupational differences in research on workaholism is explored. Although the popular press has paid considerable attention to workaholism (Fassel, 1990; Garfield, 1987; Kiechel, 1989 a, b; Killinger, 1991; Klaft & Kleiner, 1988; Machlowitz, 1980; Waddell, 1993) very little research has been undertaken to further our understanding of it. Most writing has been anecdotal and clinical (Fassel, 1990; Killinger, 1991; Oates, 1971; Schaef & Fassel; 1988). The vast majority of workaholics were assumed to be men. Basic questions of definition have not been addressed and measurement concerns have been avoided (Scott, Moore & Miceli, 1997). It should come as no surprise then that opinions, observations, and conclusions about workaholism are both varied and conflicting. Some writers view workaholism positively from an organizational perspective (Kom, Pratt & Lambrou, 1987; Machlowitz, 1980; Sprankle & Ebel, 1987). Machlowitz (1980) conducted a qualitative interview study of 100 workaholics and found them to be very satisfied and productive. Others view workaholism negatively (Killinger, 1991; Schaef & Fassel, 1988; Oates, 1971). These writers equate workaholism with other addictions, and depict workaholics as unhappy, obsessive, tragic figures who are not performing their jobs well and are creating difficulties for their co-workers (Naughton, 1987; Oates, 1971; Porter, 1996). The former would advocate the encouragement of workaholism; the latter would discourage it. Some researchers have proposed the existence of different types of workaholic behavior patterns, each having potentially different antecedents and associations with job performance, work and life outcomes (Naughton, 1987; Scott, Moore & Miceli, 1997; Spence & Robbins, 1992). Naughton (1987) presents a typology of workaholism based on dimensions of career commitment and obsession-compulsion, identifying four types of workaholics. Scott, Moore and Miceli (1997) propose three types of workaholic behavior patterns: compulsive-dependent, perfectionist and achievement-oriented. Spence and Robbins ( 1992) identify three workaholic patterns based on their workaholic triad notion. The workaholic triad consists of three concepts: work involvement, feeling driven to work and work enjoyment. Work Addicts score high on work involvement and feeling driven to work and low on work enjoyment. Work Enthusiasts score high on work involvement and work enjoyment and low on felling driven to work. Enthusiastic Addicts score high on all three components. A compelling case could be made for devoting more research attention to workaholism. The concept has received considerable attention in the popular press. There has also been suggestions that workaholism may be increasing in North America (Schor, 1991; Fassel, 1990). In addition it is not clear whether workaholism has positive or negative organizational consequences (Machlowitz, 1980; Killinger, 1991). There is also debate on the association of workaholic behaviors with a variety of personal well-being indicators such as psychological and physical health and self-esteem. Different types of workaholic behavior patterns likely exist, each having unique antecedents and outcomes. The question of whether workaholism can, or should be reduced, had also been raised (Porter, 1996; Killinger, 1991; Seybold & Salomone, 1994). …