Affiliations: [a] Department of Management, National University of Modern Languages (NUML), Rawalpindi, Pakistan
| [b] NUST Business School, National University of Sciences and Technology, Islamabad, Pakistan
| [c] Faculty of Business, Sohar University, Sohar, Oman
Correspondence:
[*]
Address for correspondence: Mumtaz Ali Memon, Faculty of Business, Sohar University, Sohar, Oman. E-mails: [email protected] and [email protected]; ORCID: 0000-0003-4623-9693.
Note: [1] Aiman Niazi and Mumtaz Ali Memon should be considered joint first authors.
Abstract: BACKGROUND: Work intensification can lead to both work-related and non-work-related outcomes that positively and negatively affect the employee, organization, and job in question. The criticality of this phenomena necessitates conducting a systematic review to capture the essence of the extant literature. OBJECTIVE: This paper presents a systematic review of the literature on work intensification from 1989 to 2022. It reviews the conceptualization of the construct, explores the factors influencing work intensification, identifies its outcomes, moderators, and mediators, and provides a review of the theories that have been used to support the phenomena of work intensification. METHODS: The systematic review employed the PRISMA approach to screen 2823 records from the Web of Science database and extract 74 quantitative studies for final examination. RESULTS: Firstly, work intensification has primarily been conceptualized through various constructs such as workload, long work hours, and time pressure. Secondly, there are well-established positive and negative outcomes associated with work intensification, either directly or through mediators. Thirdly, both the conservation of resource theory and the job-demands resource theory are widely utilized to support models related to work intensification. CONCLUSION: The study urges practitioners to enhance their efforts in effectively managing employees’ intensified work demands, particularly in relation to work overload, working hours, and time pressure. By addressing these factors, organizations can minimize negative outcomes and promote positive consequences.
Keywords: Work intensification, work overload, time pressure, long work hours
