Long working hours should not be glorified; instead, the focus should be on sustainable and efficient work schedules that promote both productivity and employee well-being. Equitable pay structures and genuine inclusiveness are essential to creating a balanced and motivated workforce. Recognizing and addressing systemic inequities can promote a fair work environment. A thriving workforce recognizes the importance of personal well-being and family life and integrates these values into the workplace culture. The goal is to create a society where men and women achieve professional success without compromising health, family, or personal time, and utilize the full potential of all workers for an equitable and prosperous future.
Larsen & Toubro (L&T) chairman SN Subrahmanyan recently suggested that employees should work up to 90 hours per week, including Sundays, to remain competitive. “Greedy jobs” refer to roles that demand disproportionately high levels of time, energy, and commitment, often rewarding employees for working long hours rather than productivity or results. “Greedy jobs” have implications for career development, with implications for gender equality and work-life balance. Women primarily handle domestic responsibilities, so they are unable to work the long hours, late-night meetings, and travel those greedy jobs demand. The result is that there are fewer women taking on leadership roles, which increases inequalities in the workplace.
Despite the rise in female labour force participation, there are only 4 women for every 10 men in the workforce. This is compounded by the unpaid domestic workload disproportionately shouldered by women, which creates systemic barriers to their economic independence. Employees, both men and women, working long hours do not get enough time to rest, leading to physical and mental health problems. This is not sustainable in the long term for individuals and organizations. Vulnerable jobs reduce family interaction and caregiving, increasing the burden on women. Men’s limited contribution to domestic chores exacerbates this imbalance.
Nobel laureate Claudia Goldin identifies “greedy” jobs as roles that offer adequate pay but require long hours, extensive networking, late-night meetings, and frequent travel. These roles often disconnect individuals from personal and family responsibilities, prioritizing professional commitments above all else. Challenges for families who work both jobs: In families with two working parents, usually only one can hold a “greedy” job due to the demands of childrearing. The other parent is placed in a secondary role, often referred to as the “mommy track,” where they manage household and childcare responsibilities, such as school activities, medical needs, and extracurricular activities.
While the “mommy track” role can be filled by either parent, social norms and expectations often place this burden on women. As a result, women often give up career advancement and higher pay for family responsibilities. Women’s career paths are often stunted, limiting their opportunities for leadership roles and career growth. The division between “licker” jobs and the “mommy track” widens the pay gap, even among highly educated individuals, as men dominate high-paying, in-demand roles. This dynamic perpetuates systemic gender inequality in the workplace and society.
Introduce results-based performance metrics that focus on outcomes rather than time spent in the office, thereby reducing the glorification of long working hours. Provide equal access to parental leave for men and women to encourage shared caregiving responsibilities. Promote part-time or flexible work arrangements without penalizing employees in terms of career development or compensation. Implement policies that respect employees’ right to disconnect from work after office hours, thereby promoting better work-life balance. Impose strict limits on weekly working hours (e.g., a 48-hour limit) to ensure employees have adequate time for rest and personal commitments.
Reduce inequalities in remuneration by linking managerial rewards to organizational productivity and fairness, ensuring equal pay for all employees. Support on-site childcare facilities and care services to ease domestic burdens. Promote a workplace culture that values well-being and prioritizes family-friendly practices. Conduct regular training to challenge stereotypes that associate caregiving only with women and promote shared domestic responsibilities among employees. Advocate for government policies that encourage companies to adopt family-friendly and gender-equitable practices, such as tax benefits and certifications.
A balanced society is the key to unlocking the full potential of all workers and ensuring long-term prosperity. Long working hours should not be glorified; instead, the focus should be on sustainable and efficient work schedules that promote both productivity and employee well-being. Equitable pay structures and genuine inclusiveness are essential to creating a balanced and motivated workforce. Recognizing and addressing systemic inequities can promote a fair work environment. A thriving workforce recognizes the importance of personal well-being and family life and integrates these values into the workplace culture. The goal is to create a society where men and women achieve professional success without compromising health, family, or personal time, and utilize the full potential of all workers for an equitable and prosperous future.
