Why Women Can’t Overwork Themselves Out Of Workplace Inequality

Sustainable Development Goals (SDGs) and the Impact of Overworking on Women

Americans’ Overworking Culture and its Disadvantages for Women

Americans are notorious for their tendency to overwork. According to OECD data, Americans log more work hours per year than workers in nearly all developed countries. This hustle culture is driven by the belief that working long hours leads to higher raises, bigger bonuses, and faster promotions. However, new research suggests that this obsession with overworking disadvantages women in two distinct ways.

Study on Gender Bias in the Workplace

A study reported in the Social Psychology Quarterly sheds light on the gender bias faced by women in relation to overworking. In the study, participants evaluated two worker profiles with identical performance reviews: one logging 40 hours per week, and one logging 60 hours per week. The participants were asked to select a worker to receive management training and promotion opportunities, and rate each worker on commitment and competence. The study revealed two ways in which gender bias influenced the results.

Women Lose If They Don’t Overwork

Among full-time workers in the U.S., women tend to work fewer hours than men. This difference is partly due to the fact that women with full-time jobs also shoulder 22% more unpaid household and childcare labor compared to their male counterparts. This means that women with full-time jobs face the challenge of balancing their work responsibilities with additional unpaid work at home.

In the U.S., working longer hours, especially for managers and professionals, is associated with higher pay and more promotions. This has led to the belief that men’s tendency to work longer hours justifies the gender gaps in pay and leadership positions. However, the study challenges this assumption by revealing that longer hours are not necessarily indicative of higher performance.

The study found that participants overwhelmingly selected the overworking employee to receive workplace rewards, regardless of their gender. This suggests that even when a woman completes the same amount and quality of work in 40 hours as a man does in 60 hours, the man is more likely to receive greater rewards. This indicates that women are disadvantaged not only because they tend to work fewer hours, but also because facetime (being physically present in the office) is valued more than efficiency.

Women Lose When They Do Overwork

The study also revealed that the “overwork premium” is not only irrational but also gender biased. While both men and women are rewarded for overworking, men receive a significantly larger premium than women. Men who worked 60 hours per week were 8% more likely to receive overwork rewards compared to women who also worked 60 hours per week.

Evaluators tended to view all overworking employees as more committed and competent than full-time workers. However, this boost in perceived commitment was smaller for overworking women due to gender biases about competence. Evaluators attributed women’s overwork to lower competence, suggesting that women needed more hours to accomplish the same tasks.

These findings highlight the need for organizational changes to advance gender equity. Glorifying overwork and valuing facetime over efficiency perpetuate gender inequalities in the workplace. Organizations should focus on identifying more objective and accurate performance measures, shifting towards results-oriented evaluations, and defining clear expectations for each team member. Additionally, organizations can limit work hours, encourage the use of vacation time, and discourage after-hours communication to reduce the gender bias in the overwork premium.

Conclusion: Promoting Gender Equity and Work-Life Balance

The Sustainable Development Goals (SDGs) emphasize the importance of achieving gender equality and promoting inclusive and sustainable work environments. The study’s findings highlight the need to challenge the hustle culture and create workplace cultures that value efficiency and productivity over excessive working hours. By valuing output and offering employees greater control over their work schedules, organizations can improve performance and reduce gender disparities. Removing the overwork badge of honor benefits both employees’ well-being and organizational success.

SDGs, Targets, and Indicators

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 5: Gender Equality
• SDG 8: Decent Work and Economic Growth
• SDG 10: Reduced Inequalities

2. What specific targets under those SDGs can be identified based on the article’s content?

• SDG 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic, and public life.
• SDG 8.5: By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.
• SDG 10.3: Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies, and practices and promoting appropriate legislation, policies, and action in this regard.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Indicator for SDG 5.5: Proportion of women in managerial positions in the workforce.
• Indicator for SDG 8.5: Gender pay gap.
• Indicator for SDG 10.3: Gender disparities in promotions and rewards based on work hours.

Table: SDGs, Targets, and Indicators

The article highlights the issues of gender bias and inequality in the workplace, specifically related to long work hours. These issues are connected to SDG 5 (Gender Equality), SDG 8 (Decent Work and Economic Growth), and SDG 10 (Reduced Inequalities). The targets identified under these SDGs are Target 5.5, Target 8.5, and Target 10.3, respectively. The article implies indicators such as the proportion of women in managerial positions, gender pay gap, and gender disparities in promotions and rewards based on work hours, which can be used to measure progress towards these targets.

Behold! This splendid article springs forth from the wellspring of knowledge, shaped by a wondrous proprietary AI technology that delved into a vast ocean of data, illuminating the path towards the Sustainable Development Goals. Remember that all rights are reserved by SDG Investors LLC, empowering us to champion progress together.

Source: forbes.com

Join us, as fellow seekers of change, on a transformative journey at https://sdgtalks.ai/welcome, where you can become a member and actively contribute to shaping a brighter future.