Work intensity: potential antecedents and consequences
| DOI | https://doi.org/10.1108/00483481011030539 |
| Pages | 347-360 |
| Date | 13 April 2010 |
| Published date | 13 April 2010 |
| Author | Ronald J. Burke,Parbudyal Singh,Lisa Fiksenbaum |
| Subject Matter | HR & organizational behaviour |
Work intensity: potential
antecedents and consequences
Ronald J. Burke
Schulich School of Business, York University, Toronto, Canada
Parbudyal Singh
School of Human Resource Management, York University, Toronto, Canada,
and
Lisa Fiksenbaum
Department of Psychology, Faculty of Health, York University, Toronto, Canada
Abstract
Purpose – The purpose of this exploratory research is to examine the relationship of a measure of
work intensity with potential antecedents and consequences.
Design/methodology/approach – A questionnaire was developed and pre-tested. It included a new
15-item measure of work intensity. Data were collected from 106 respondents enrolled in three
university business courses using anonymously completed questionnaires. Regression and factor
analyses were used in developing the measure and testing the relationships.
Findings – The 15-item measure of work intensity was found to have high internal consistency and
reliability. Work intensity was significantly related to respondents’ organizational level and work
status. In addition, respondents indicating higher levels of work intensity also reported working more
hours, a higher workload, and greater job stress. Work intensity was unrelated to organizational
values supporting work-personal life imbalance, three workaholism components, or to indicators of
work engagement. Factor analysis of the work intensity measure produced three factors: emotional
demands, job demands, and time demands, the first two were fairly consistently related to other study
variables, whereas time demands was not.
Research limitations/implications – The sample was relatively small and the data were collected
using self-reports. The design was cross-sectional, thus limiting causal inferences.
Practical implications – Managers will find the study useful in assessing the effects of work
intensity and working long hours for employees, including stress levels and work engagement.
Originality/value – The study developed a work intensity measure and examined its properties and
correlates, something that is lacking in the literature.
Keywords Job satisfaction,Hours of work, Family friendly organizations,Mental illness, Overwork
Paper type Research paper
Introduction
Issues related to work, including long work hours and work intensity, have been
attracting increasing attention from scholars and practitioners (Bell and Freeman,
2001; Burchell and Fagan, 2004; Burke, 2007; Eastman, 1998; Filer et al., 1996; Green,
2001; Feldman, 2002; Ng et al., 2007; Hochschild, 1997; Schor, 1991). This interest is not
surprising given the importance of work in the lives of people. Work is an important
The current issue and full text archive of this journal is available at
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Preparation of this manuscript was supported in part by York University and the School of
Human Resources Management, York University.
Work intensity
347
Received 5 November 2008
Revised January 2009
Accepted 26 June 2009
Personnel Review
Vol. 39 No. 3, 2010
pp. 347-360
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483481011030539
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