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The 24-hour workplace is harmful. - What is your perspective on a 24-hour workplace? - Name some of the institutions that practice a 24-hour workplace. Explain their purpose. - Are there any real benefits from the study? - See page 587. The 24-Hour Workplace Is Harmful Myth or Science? This statement appears to be true in many cases. Although 1. technology makes it possible for employees to be plueged in all the time, in constant contact around the globe. insearch suggests that employers who push employees to check in at all hours and stay connected may well be doing themselves (and their employees) a dsservice. A growing body of research has unecwered serious health consequences of insufficient sleep, and work prac lices that encourage employees to be plufeed in 24 hours per day may be making the situation worse. One study sumined how lotenight work influ. enced job outcomes by having employ. th complete diary surveys on their twep and engagoment at work over multiple days. Those who used smart. phanens at night for work were less encaged in their work tasks the next dib. even ofter accounting for other thchnoiogy use. From another angle, researchers have looked at the personal consequences of "workaholism," Which is the tendency to think constantly about work off the job and to feel compelled to work excessive hours. This habit is associat. ed with higher levels of bumout, stress. and family problems, While workaholism is partially ditven by personality factors, surveys supgest that features of the workplace itself can enhance worka. hotic tendencies, including excessive workloads, conflicting work priorities, and time pressures. The emptoyee may not immediately perceive these effects. since workaholics are often highly com mitted to their work and enjoy it in the short term, until burnout occurs. The ky to maintaining performance over time may lie in developing psycho logical detachment from work. Along: side studies showing the negative of fects of overexposure to work demands we can place another body of work showing that short regular breaks made up of total rest and avoidance of work responsibilities can recharge a person's energy. Unplugging from constant work demands for short periods actually makes us much more productive over the long haut. Therefore the evidence is clear: unplug to techarge yourselif. HR can support this effort by present ing the research findings to managers and helping to establish practices and boundaries that benefit everyone. Sources: K. Lanaj, R. E. Johnson, and C. M. Bames, "Beginning the Waokdry Yet Arready Deprived? Consequences of Late Night Smartphone Use and Sleep," Ore? numbional Behanior and Hiaman Oeclsion Processes 124 (May 2014) 11-23; M. A. Clark, 1. S. Michel, L. Zhoanova, S. Y. Puil, and 8. B. Ealtes. 'NII Work and No Pay? A Meta-Analys Eurrunation of the Cor: pelates and Outcomes of Wokaholism," Mowns of Management. Netaruary 2014; doc 10.1177/0149200314522301: s. Sonnentad and C. Frit, "Recovery from Job Stresn: The Stressor Detachment Model as an inteevative framework, Journal of Orep ncational Aenavior 36 p2015i $725103