Managers Penalize Employees for Unplugging, Despite Acknowledging Its Benefits

A new study affirms what most workers already know—managers may encourage employees to unplug after work hours, but they’ll still be penalized for doing so.

Why It Matters: Decades of research show that some work-life balance benefits both individuals and companies. However, long-standing beliefs about the value of overwork continue to hinder progress for everyone involved.

The Findings: The study, conducted by professors at the University of Southern California Marshall School of Business and published in Harvard Business Review, reveals what they call the “detachment paradox.”

Researchers ran 16 controlled experiments with 7,800 participants to measure workers’ “detachment” from the office, comparing them to employees who didn’t unplug. Some experiments involved managers with C-suite experience. Participants were asked to assess workers who either went on weekend getaways without their devices or brought devices but set out-of-office messages.

The question posed: To what extent would these “detached” workers return recharged and motivated to work? The majority of managers agreed that taking time away from work would lead to a recharged and more productive employee.

But Here’s the Catch: Despite agreeing that workers would return recharged, managers consistently rated them lower on promotability and commitment.

Eva Buechel, one of the study’s authors, explains, “The same people who just said workers would be recharged and motivated also rated them lower on promotability.” She adds, “Employers are going against their own interests here, and that’s what’s so strange.”

The Reason Behind It: The study suggests that leaders often unconsciously equate visibility and responsiveness with dedication. Employees who work late or skip vacations are seen as going “the extra mile,” which may explain why detaching from work is penalized.

The Big Picture: The study’s findings come at a time when white-collar workers are facing a more challenging landscape. Hiring has slowed, and employers are scaling back perks and even pay—changes that became common in the early 2020s job boom.

As burnout concerns rise, a recent Glassdoor survey highlights the growing discontent.

What Needs to Change: Recommendations to break the cycle of overwork include:

• Evaluating workers based on actual performance rather than hours worked.
• Discouraging managers from contacting employees after hours and creating formal policies that set clear boundaries.

Reality Check: The study doesn’t account for real-world pressures managers face, nor does it consider the different circumstances between higher-income workers and lower-wage earners who struggle with inconsistent schedules.

The Bottom Line: Working hard doesn’t have to mean working all the time, but many still equate the two.