Toxicity Of Excessive Hours And Dysfunctional Workspaces
This essay will explore the realities of overwork, what needs to be done, the inadequacies of current approaches, and the potential consequences of inaction
In today’s corporate world, the dialogue surrounding mental health, humane work conditions, and the immense pressures on young professionals has reached a boiling point. A recent incident involving the untimely death of a young employee due to overwork has sparked public outcry, highlighting the urgent need for systemic change. Further igniting the debate, industry leader Narayan Murthy's controversial call for employees to work 70-hour workweeks has raised critical questions about the cost of overwork—not only on productivity but also on the well-being of employees.
This essay will explore the realities of overwork, what needs to be done, the inadequacies of current approaches, and the potential consequences of inaction.
What is Really Happening?
The overwork culture in modern organisations is an escalating issue. A parent whose son worked with one Big 4 Consulting firm shared, “The workload was relentless, and during Covid, he worked well past 10 p.m. to meet deadlines. Junior employees are replacing senior associates—cheaper, but at what cost?” While this approach may make financial sense, it puts immense pressure on young employees to perform without the necessary support or experience.
A similar trend is evident in many IT firms, with junior employees pushed to work excessive hours, filling gaps caused by the lack of qualified colleagues. This toxic environment and dysfunctional leadership leave employees vulnerable to burnout. Overwork-induced mental health issues have become far too common. Yet, organisations fail to implement robust systems to safeguard employees’ well-being.
These practices reveal a shocking mindless pursuit of showing productivity improvement, year on year, by engaging far fewer employees than what is required to do any given task. It also points to gross inadequacy in attitude and capabilities amongst people managers in organisations.
Inadequacies of the Current Approach
The current approach is deeply flawed. Today’s work culture is reminiscent of exploitative labour practices from the past. Decades ago, exploitative practices in factories led to violent protests, which eventually resulted in legislative frameworks to protect workers. Unfortunately, while the physical nature of work has evolved, the exploitation of workers—especially in white-collar environments—persists.
Many organisations today pay market-competitive salaries but demand excessive work hours in return. Young professionals eager for growth take on this challenge, but not all can withstand the pressure. This leads to high attrition, burnout, and diminished performance. There is a severe lack of objective and progressive HR systems to protect employees from exploitation. Toxic bosses and dysfunctional teams emerge due to unreasonable workloads passed down by senior leaders with no safety net.
What Needs to Be Done
The critical question is: How can this problem be addressed? The role of Human Resources (HR) is indispensable in this regard. HR must ensure early detection of burnout and mental health challenges by providing proactive support, counselling, and intervention avenues. Additionally, leadership needs to establish a culture prioritising balance over burnout.
The concept of "stretching" employees has long been considered a growth strategy. However, there’s a thin line between challenging employees and exploiting them. Organisations must develop mechanisms that promote healthy work practices and recognise the early signs of excessive pressure. Leadership must build cultures that reward sustainable performance rather than glorify long hours and exhaustion.
What Might Happen if Nothing is Done?
If no action is taken, the consequences will be dire. Unchecked, overwork will continue to erode mental health, strain professional relationships, and lower overall productivity. Toxic work environments fuelled by unreasonable expectations will continue to persist.
Narayan Murthy’s call for a 70-hour workweek may seem like an innocent suggestion for increasing output, but it reflects a broader issue: the unreasonable demands of today’s corporate world. When leaders set unachievable standards, middle managers are forced to pass them down, creating a toxic cycle of managerial harassment and mental exhaustion. This leads to disengagement, high turnover, and diminished organisational effectiveness.
Without reform, organisations will suffer long-term damage to their reputation. In today’s job market, employees are more informed and discerning. Companies with a reputation for toxic work environments struggle to attract top talent. Conversely, firms prioritising mental health and well-being will stand out as employers of choice.
Solutions and the Way Forward
Systemic changes are essential to combating the culture of overwork. Employers must genuinely commit to valuing employees and promoting well-being. It is not enough to discuss empathy and support—organisations must embody these values in everyday operations.
HR departments must take on a stronger, more protective role. This includes providing avenues for employees to raise concerns without fear of reprisal, offering mental health services, and ensuring that managers are held accountable for the well-being of their teams. An evaluation of people management should become as critical as financial audits, ensuring that well-being is prioritised.
From a legislative perspective, work norms must be clearly regulated, even for white-collar employees. Minimum standards must be enforced to prevent exploitative practices. While we are not advocating this, we may see the emergence of Employee associations that will advocate for members’ rights.
Finally, employees themselves must take an active role in safeguarding their own well-being. Career choices should be based on personal priorities, capabilities, and needs. While professional growth is important, it should never come at the cost of mental health.
Conclusion
The days of excessive overwork without consequences are coming to an end. There is a growing demand for change, whether through legislative reforms, HR initiatives, or individual action. If organisations fail to adapt, they risk alienating their workforce and damaging their reputation in a competitive job market. The glorification of overwork as a sign of success must be dismantled, and a new paradigm that values mental health and work-life balance must emerge. Only then can companies foster a culture of sustainable success, where employees thrive rather than merely survive. We join Anita Augustine’s grief (Mother) and her hope: “I hope my child’s experience leads to real change so that no other family has to endure the grief and trauma we are going through. My Anna is no longer with us, but her story can still make a difference”.Bottom of Form
