Building workaholic behaviour in organizations: the role of organizational trust and psychological empowerment

Abstract

The roles of organizational trust and psychological empowerment in building workaholic behaviour in work organization were explored among a sample of 715 employees of commercial banks and pharmaceutical companies in Enugu, South eastern Nigeria. The results show that job position had a statistically significant relationship with workaholism. Junior employees exhibited more workaholic behaviour in comparison to senior employees. Contrary to predictions, both organizational trust and psychological empowerment did not predict workaholic behaviour in organizations. The study's implications for research and practice are discussed, its limitations are identified and suggestions for further research are highlighted.