JOURNAL ARTICLE

Managing the High-Intensity Workplace.

  • Published In: Harvard Business Review, 2024, v. 102. P. 58 1 of 3

  • Database: Business Source Ultimate 2 of 3

  • Authored By: REID, ERIN; RAMARAJAN, LAKSHMI 3 of 3

Abstract

The article examines the pervasive expectation in many professional organizations that employees be "ideal workers," defined as fully devoted and always available to their jobs, often at the expense of personal lives and well-being. It identifies three common employee strategies for coping with these demands: accepting and conforming to the ideal-worker norm, "passing" by concealing nonwork commitments while maintaining appearances, and openly revealing other life priorities despite potential career penalties. The authors argue that these strategies have significant personal and organizational costs and propose that managers foster healthier workplace cultures by valuing employees’ multifaceted identities, emphasizing results over hours worked, and actively protecting personal time. Such changes, they suggest, can improve employee resilience, creativity, and overall organizational success.

Additional Information

  • Source:Harvard Business Review. 2024/04, Vol. 102, p58
  • Document Type:Article
  • Subject Area:Politics and Government
  • Publication Date:2024
  • ISSN:0017-8012
  • Accession Number:175926362
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