Psych today discussion

Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social-Cognitive Theory of Morality

Authors and Affiliations

• Michael Knoll, Institute for the Study of Culture, Leipzig University, Germany

• Roberta Fida, Aston Business School, Aston University, UK

• Ivan Marzocchi, Psychology Department, Sapienza University of Rome, Italy

• Rosalind H. Searle, Adam Smith Business School, University of Glasgow, UK

• Catherine E. Connelly, DeGroote School of Business, McMaster University, Ontario, Canada

• Matteo Ronchetti, Department of Occupational and Environmental Medicine, INAIL (Italian Workers' Compensation Authority), Rome, Italy

Abstract

• Workaholism can lead to moral disengagement, which reduces moral voice and increases employee silence.

• The study utilizes social-cognitive theory to explore how workaholism affects moral behavior in organizations.

• Results from studies indicate that workaholism, not workload, is linked to increased silence and reduced moral voice intention.

1. Introduction

• Workaholism is defined by a compulsive need and negative emotions when not working, which can lead to neglect of mental and physical health.

• The article addresses a gap in understanding the ethical implications of workaholism, highlighting links to unethical workplace behaviors, emphasizing the importance of employee voice and silence regarding harmful practices.

• Background: Despite technological advances, work demands have increased, leading many to develop workaholism to cope.

Key Studies and Findings

• Previous studies presented mixed results regarding workaholism's impact on task performance and unethical behavior.

• Evidence suggests workaholics may disengage morally, reframing unethical acts as acceptable due to their fervor for work and its demands.

2. Theory and Hypotheses Development

2.1 Workaholism

• Characterized as a mix of beneficial outcomes (e.g., joy, achievement) and negative side effects (e.g., difficulty in trusting others, aggressive behavior).

• Workaholics are more sensitive to perceived threats to their work achievements and exhibit lower ethical internal standards.

2.2 Employee Silence and Voice

• Employee silence: deliberately withholding concerns and ideas that could improve the workplace.

• Moral voice: engaged actions intending to prevent harm or improve organizational outcomes. Each reflects distinct psychological mechanisms tied to action or avoidance.

2.3 Moral Disengagement

• Defined through mechanisms to rationalize unethical behaviors like justifying misconduct or diffusing responsibility.

• Workaholics may morally disengage to avoid the discomfort of confronting moral issues or taking moral action, thus remaining silent around critical issues.

2.4 Climate of Self-Interest

• Ethical climate influences moral behavior; a self-interest climate can facilitate moral disengagement by focusing employee attention on personal gains over ethical actions.

2.5 Discriminant Validity

• Studies distinguish between workaholism's unique inner drive versus mere workload effects on silence and moral voice.

3. Overview of the Studies

Study 1

• Explored the mediational role of moral disengagement in a sample from Italy, assessing the relationship of workaholism with silence and moral voice.

Study 2

• Validated findings with UK employees, examined climate of self-interest as a moderator in the relationship between workaholism and moral disengagement.

4. Study Methods and Results

4.1 Participants and Study Design

• Employs longitudinal data collection; used surveys to measure workaholism, workload, silence, moral voice, and moral disengagement.

4.2 Preliminary Analysis

• Confirmed strong interrelatedness of workaholism dimensions; moral disengagement positively correlated with silence and negatively with moral voice intention.

5. Discussion

• Findings from both studies supported the role of moral disengagement as a mediator between workaholism and employee silence and voice.

• Climate of self-interest emphasizes the need to create environments that invite ethical considerations rather than disregard them.

6. Limitations and Future Research Directions

• Suggest future studies using longitudinal approaches to further examine moral disengagement trends and employee behaviors in different ethical climates.

• Highlight potential biases in perceptions of workplace climate based on individual attributes.

7. Conclusion

• The studies demonstrate the importance of addressing moral disengagement in promoting ethical behavior over mere task completion in workplaces where workaholism is prevalent.