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The Myth of Productivity: Why Less Rest or Breaks Does not Mean More Work?
Explore the myth of productivity and discover why less rest or fewer breaks do not equate to more work. Learn how adequate rest can enhance productivity, focus, and overall well-being in the workplace.
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Sanjeev K Yadav
Photo by cottonbro studios/Pexels
The belief that reducing rest periods or taking fewer breaks’ results in higher productivity is a widespread misconception among some employers. This assumption overlooks the critical role that rest and recovery play in maintaining high levels of performance and overall well-being. When employees are deprived of adequate breaks, their ability to concentrate diminishes, leading to increased errors and a decline in the quality of work. Over time, this can result in burnout, which significantly hampers productivity and can lead to higher turnover rates.
Productivity is bound to decrease significantly after a certain number of hours worked. A study from Stanford University by economics professor John Pencavel found that productivity per hour sharply declines when a person works more than 50 hours a week. After 55 hours, productivity drops so significantly that working additional hours becomes pointless.
Moreover, scientific research supports the idea that regular breaks are essential for sustaining cognitive function and creativity. Short, frequent breaks help to refresh the mind, allowing employees to return to their tasks with renewed focus and energy. This is particularly important in jobs that require high levels of mental engagement and problem-solving. By encouraging regular breaks, employers can foster a more productive and innovative work environment.
In a study by William Helton and colleagues, participants were given different types of breaks during a computerized attention task. Some watched short videos of dogs or robots, others viewed a digital countdown, and a control group received no break. The results showed that participants who took any type of break outperformed those who did not.
Another study found that participants experienced better afternoon concentration when they took a walk or relaxed during their lunch break, compared to their usual routine. However, there was a discrepancy between activities that were enjoyable and those that effectively reduced stress. According to Marjaana Sianoja, while employees preferred park walks, relaxation exercises were more effective in reducing afternoon stress. The relaxation techniques helped individuals detach from work demands, leading to less strain, reduced fatigue, and improved concentration.
Similarly, in another significant research, researchers discovered that employees who took breaks to engage in enjoyable activities experienced fewer health issues, including headaches, eye strain, and lower back pain. These workers also reported higher job satisfaction and reduced burnout rates. According to Hunter, the key factor was having the freedom to choose and participate in preferred activities.
Additionally, research reviewed by Sabine Sonnentag, PhD, an organizational psychologist at the University of Mannheim, indicated that employees who mentally detach from work during their off-hours reported greater life satisfaction and reduced psychological strain compared to those who remained connected to their job. Notably, this detachment does not diminish their engagement while at work.
A notable Microsoft study monitored employees’ brainwave activity using electroencephalogram (EEG) equipment during video meetings. The findings revealed that stress-related brain activity increased with consecutive meetings. The study highlighted three key points:
- Taking breaks between meetings allows the brain to “reset,” reducing the cumulative buildup of stress.
- Continuous back-to-back meetings can impair focus and engagement, whereas breaks enhance these abilities.
- Transitioning directly from one meeting to another can cause significant stress spikes.
In addition, the physical health of employees can be adversely affected by prolonged periods of work without rest. Sitting for extended periods, for example, has been linked to various health issues, including musculoskeletal problems and cardiovascular diseases.
According to a joint news released by the World Health Organization and the International Labor Organization, in 2016, long working hours resulted in 745,000 deaths from stroke and ischemic heart disease. Working 55 or more hours per week increases the risk of stroke by 35% and heart disease by 17%. The most affected groups include men, individuals in the Western Pacific and South-East Asia, and middle-aged or older workers. Long working hours have become the leading occupational risk factor, with 9% of the global population currently working extended hours, putting them at higher risk of work-related health issues. Encouraging employees to take breaks to move around and stretch can mitigate these risks, promoting better physical health and reducing absenteeism or presenteeism due to illness.
No break is better than a yoga break at the workplace. Discover why implementing yoga as a workplace intervention can benefit employees by reducing stress, enhancing mood, improving focus and concentration, and mitigating health risks associated with sedentary habits.
The notion that cutting down on rest periods or taking fewer breaks leads to increased productivity is a common misunderstanding among some employers and employees. Several factors contribute to the persistence of long working hours and insufficient breaks. These elements collectively reinforce the practice of extended work hours despite evidence showing the importance of regular rest for maintaining productivity and well-being. Here are some of them.
- Traditional Work Culture: Many workplaces maintain a culture that equates long hours with dedication and productivity. This mindset can be deeply ingrained and challenging to shift. An insightful article published by Harvard Business Review explores this point in depth and is well worth reading.
- Visible Busyness: Employers might equate being visibly busy with being productive. Seeing employees constantly at their desks can create an illusion of high productivity.
- Pressure to Perform: In high-pressure environments, there is often an implicit or explicit expectation to work long hours to meet deadlines and targets.
- Lack of Awareness: There is often a lack of awareness or understanding about the benefits of rest and breaks. Employers may not be familiar with research showing that regular breaks can enhance productivity and creativity.
- Economic Pressures: In industries where profit margins are tight, there may be a belief that maximizing work hours is necessary to stay competitive. This can lead to a culture of overwork.
- Cultural Norms: In some cultures, working long hours is seen as a sign of commitment, hard work, competence and ambition. This cultural expectation can pressure employees to forgo breaks and rest.
- Technological Advances: With the advent of technology, employees are often expected to be available around the clock. This constant connectivity can blur the lines between work and rest, leading to longer working hours.
- Short-Term Focus: Some employers may focus on short-term gains rather than long-term sustainability. They might push employees to work longer hours to meet immediate goals, without considering the long-term impact on health and productivity.
- Mismanagement: Poor management practices can contribute to the assumption that more hours mean more work. Managers who lack effective time management skills may rely on extended work hours to compensate for inefficiencies.
- Fear of Job Loss: In uncertain economic times, employees may feel compelled to work longer hours to demonstrate their value and avoid job loss. This fear can perpetuate the cycle of overwork.
These factors contribute to the misconception that less rest or fewer breaks lead to more work, overlooking the importance of balance and well-being in achieving sustainable productivity. This misunderstanding fails to consider the holistic needs of employees. A balanced approach that includes adequate rest and breaks not only enhances productivity but also contributes to a healthier, more engaged, and more resilient workforce. Employers who recognize and implement this understanding are likely to see long-term benefits in both employee satisfaction and organizational performance.
About the Author
Sanjeev K Yadav, M.A. (Yoga), M.A. (Psychology), Diploma (Nutrition)
Mr. Sanjeev is a yoga professional and consultant specializing in applied yoga, human excellence, and psychology. With over nine years of experience as a health and life coach, yoga & well-being trainer, and psycho-yogic counselor, he brings a wealth of knowledge and expertise to his practice. He is currently completing his Ph.D. dissertation in yoga.
