In recent days, two prominent figures in India’s corporate world have ignited a debate over work-life balance with their provocative statements. S N Subrahmanyan, Chairman of the Board of Directors of Larsen & Toubro Infotech, made headlines when he suggested that employees should work up to 90 hours a week and even consider sacrificing Sundays for work. His controversial remark—“How long can you stare at your wife on Sundays?”—has drawn strong criticism not only for its impracticality but also for its misogynistic undertones, reducing women’s roles in relationships to mere passive observers in comparison to the value of work. Subrahmanyan’s words have stirred discussions on gender roles, work culture, and the risks of overworking.
Similarly, Narayana Murthy, founder of Infosys, suggested that the youth should work 70 hours a week to achieve success, a comment that has been met with mixed reactions. While he advocates for hard work, his remarks do not adequately consider the broader implications of such demands on physical health, mental well-being, and social relationships. Critics argue that such views are not only unrealistic but potentially harmful in fostering a culture that prioritizes work above all else. Both comments highlight a troubling trend where excessive work hours are promoted as essential for success, raising questions about the balance between work and personal life.
As these ideas gain attention, it’s important to analyze them from a psychological perspective. Why do we work? And what happens when we devote ourselves exclusively to work, ignoring other aspects of life?
Subrahmanyan’s Remarks: A Misogynistic Undertone?
S N Subrahmanyan’s suggestion that employees work 90 hours per week, with Sundays as potential workdays, has stirred not only professional concerns but also significant criticism. His remark, “How long can you stare at your wife on Sundays?” when discussing the necessity of excessive work, introduces a troubling dimension. This comment, in particular, borders on misogyny by reducing the role of women in a relationship to passive figures who are secondary to professional commitments.
Such statements, aside from being impractical, reflect outdated attitudes toward gender roles and work-life balance. By promoting the idea that personal relationships, especially those involving women, should take a backseat to work, Subrahmanyan risks undermining the mental health of employees, particularly women.
Moreover, in a modern society where both men and women are working equally, Subrahmanyan’s advice raises an important question: if men are to work 90 hours a week, what does this mean for women, who are also balancing demanding careers? His advice is not only discriminatory but also fails to acknowledge the changing dynamics of households and work environments, where both partners contribute financially and emotionally. What advice, then, would Subrahmanyan offer to women, who, like men, face the pressures of juggling work with family responsibilities?
Psychologically, this kind of thinking reinforces gender stereotypes and puts undue pressure on individuals to suppress their emotional and social needs. According to Erikson’s theory of psychosocial development, maintaining healthy relationships is essential for mental well-being. In this context, the notion that work should always trump personal life sends a harmful message to employees, potentially leading to burnout, dissatisfaction, and even strained relationships.
Furthermore there is much more to life than just work, wife and family obligations. Men too deserve time for hobbies, sports, reading, writing, or even meditative practices that promote personal growth and well-being. By narrowly focusing on the idea of work as the central pillar of life, Subrahmanyan’s remarks ignore the rich array of experiences that contribute to a fulfilling existence—experiences that extend beyond work and traditional gendered expectations.
The Psychological Need for Work: A Deeper Perspective
Work is a fundamental part of our lives, driven by the need to earn a living, fulfill personal ambitions, and contribute to society. Self-Determination Theory (SDT), developed by psychologists Deci and Ryan, suggests that humans have three basic psychological needs: autonomy, competence, and relatedness. Work, when it fulfills these needs, can lead to personal growth, self-actualization, and life satisfaction.
However, work cannot be the sole focus of our lives. Fulfilling other needs, such as physical health, emotional well-being, social connections, and intellectual growth, is also crucial. When work dominates, it can lead to burnout and a lack of fulfillment, as Hobfoll’s Conservation of Resources theory suggests, which highlights the importance of balancing resources (time, energy) across various life domains.
Does Overworking Actually Yield More Results?
Researches consistently show that overworking doesn’t necessarily increase productivity. Erin Reid, a professor at Boston University, found no difference in performance between employees who worked 80 hours a week and those who faked it. Despite penalties for employees who worked fewer hours, the overworked employees showed no significant advantage.
Studies, including those by Marianna Virtanen of the Finnish Institute of Occupational Health, highlight the negative health impacts of overwork, including poor sleep, depression, and serious conditions like heart disease. Even when employees enjoy their work, fatigue leads to mistakes and reduced effectiveness. Only a tiny percentage of people can function well on minimal sleep.
The concept of diminishing returns applies to overwork: pushing beyond limits only leads to decreased effectiveness. This was first discovered in the 19th century when limiting work hours led to greater productivity and fewer errors. This finding was confirmed later by Harvard Business School researchers, showing that predictable breaks, like weekends off, actually boost performance.
The World Health Organization (WHO) defines burnout as a syndrome caused by chronic workplace stress. Overwork often leads to burnout, negatively impacting both physical and mental health.
The notion that working excessively long hours boosts productivity has been widely discussed, but studies reveal that such extreme work hours contribute to stress and dissatisfaction rather than meaningful results.
According to a McKinsey report, Indian employees have the highest burnout rate globally, followed by Japan. Several other reports have noted that the Indian workforce is highly stressed, overworked, and discontent. This issue is compounded by a cultural mindset where work is seen as paramount, blurring the lines between professional and personal life. Economic struggles in India, coupled with societal reinforcement of this “work is worship” culture, have caused many to make work a key part of their identity.
The Risks of Overworking: Psychological and Social Consequences
Excessive work, particularly when it is forced or expected, can have significant psychological and social consequences. According to Maslow’s Hierarchy of Needs, basic physiological and safety needs must be met before individuals can focus on higher-level needs such as self-esteem and personal growth. If individuals prioritize work over their fundamental needs, such as adequate sleep, nutrition, and relaxation, it can lead to negative outcomes. Research by Christina Maslach highlights that overworking employees can experience emotional exhaustion, depersonalization, and a reduced sense of personal accomplishment. Balancing work with personal life is crucial to avoid these negative consequences.
Additionally, overwork can contribute to cognitive distortions, as outlined in Cognitive Behavioral Theory (CBT). In particular, individuals who overwork may develop an “all-or-nothing thinking” cognitive distortion, believing that working more hours automatically leads to greater success. Studies have shown that this mindset can cause increased stress and anxiety, as it encourages individuals to view themselves as inadequate if they don’t continuously push themselves to work more, even at the expense of their health and relationships. Aaron Beck, a pioneer of CBT, found that these cognitive patterns can lead to chronic stress, ultimately contributing to mental health disorders like depression.
The risks of overwork also extend to social and emotional domains. Overworking often leads to social isolation, where individuals, engrossed in their work, neglect their relationships with family and friends. According to research by Julianne Holt-Lunstad, social isolation is a significant risk factor for poor physical and mental health. Her studies show that lack of social support and meaningful connections can lead to higher rates of anxiety, depression, and even early mortality.
Research on self-regulation further explains the consequences of overwork. Roy Baumeister’s ego depletion theory suggests that individuals have a limited amount of self-control or mental energy, which can be depleted through continuous overworking. When work demands drain cognitive resources, it diminishes one’s ability to manage stress and regulate emotions. This depletion increases the likelihood of poor decision-making and emotional fatigue.
By continuously sacrificing time for personal and social well-being in favor of work, individuals may inadvertently increase their vulnerability to psychological distress and health complications, creating a cycle of overwork that becomes increasingly difficult to break.
Balancing Life’s Domains: A Holistic Approach
Psychologists emphasize the need for balance across life’s domains to ensure overall well-being. Carol Ryff, a renowned psychologist at the University of Wisconsin-Madison, developed her Six Factors of Psychological Well-Being, emphasizing personal growth, autonomy, and positive relationships. She argues that an unbalanced focus on work, at the expense of other life domains, undermines long-term fulfillment.
Similarly, Edward Deci and Richard Ryan, pioneers of Self-Determination Theory from the University of Rochester, highlight that autonomy, competence, and relatedness are core psychological needs. When excessive work demands restrict these needs—such as by reducing time for meaningful relationships or self-directed growth—motivation and well-being diminish.
In the context of physical health, Dr. John J. Ratey, a psychiatrist in Harvard Medical School, and author of Spark, demonstrates how regular exercise boosts cognitive performance and emotional resilience, while Dr. Matthew P. Walker, a leading neuroscientist and sleep expert at University of California, Berkeley, emphasizes that sleep deprivation significantly impairs productivity and mental health. These findings underscore the importance of physical care, which is often sacrificed in the pursuit of long hours.
Emotional health, as explained by Dr. Barbara Fredrickson, a positive psychology researcher at the University of North Carolina, thrives on cultivating positive emotions. Her Broaden-and-Build Theory reveals that chronic stress from overwork narrows emotional capacity and diminishes resilience. Moreover, the Harvard Grant Study, one of the longest-running studies on human development, led by researchers like Dr. George Vaillant, highlights that close relationships are the strongest predictors of happiness and health—a stark contrast to the isolation that excessive work hours often create.
Lastly, Mihaly Csikszentmihalyi, the psychologist behind the concept of Flow, explains how engaging in meaningful hobbies and recreational activities can spark creativity and prevent burnout. These pursuits, often overlooked in a work-centric life, are vital for maintaining balance and fostering joy.
By valuing these interconnected domains, individuals can cultivate a more sustainable and fulfilling lifestyle, rather than succumbing to the draining effects of overwork.
Conclusion : Rethinking Work Culture
While work is undeniably a crucial part of our lives, it should not be the only domain we prioritize.
Overworking may initially appear to drive success, but it often leads to burnout, decreased performance, and mental health struggles. True productivity and well-being come from nurturing a balanced life, where work is just one domain, not the only one. As businesses continue to navigate the modern workforce, it is crucial to consider the psychological implications of such extreme demands on employees. A culture that values personal well-being, as much as professional success, will likely see more engaged, creative, and satisfied workers in the long run.
In light to this it’s time to critically assess the rhetoric that promotes over work. Time away from work is crucial for mental recovery, helping the brain consolidate memories, replenish energy, and stimulate creativity.
Industrial psychologist Laura Pendergrass aptly states, “There’s nothing, no task, no paycheck, no project that’s more important than you and your well-being.” Her observation aligns with the idea that taking breaks and setting boundaries between work and personal life are essential for preserving mental health and enhancing overall productivity.
Archana Sharma
Consultant Psychologist & Psychotherapist
+91-9713022140
[email protected]
