Abstract
This article examines the complex relationship between two types of work intensity—Workaholism (the obsessive drive) and Job Engagement (the positive passion)—and their impact on the Quality of Work Life (QWL). Based on a study of 120 midwives in Tabriz, the research reveals that while both can correlate with higher perceived quality of life in the short term, they stem from very different psychological roots.
Introduction
In the demanding field of midwifery, where the health of mothers and infants is at stake, the mental state of the practitioner is a critical asset. Organizations often struggle to distinguish between a "hard worker" and a "work addict." This article focuses on three primary variables: Workaholism, Job Engagement, and Quality of Work Life (QWL). Understanding these dynamics is essential for preventing burnout and fostering a sustainable healthcare workforce.
Methodology (Population and Sample)
The study utilized a descriptive-correlational design. The statistical population consisted of all midwives employed at three major gynecology hospitals in Tabriz: Alzahra, Taleghani, and 29 Bahman. A sample of 120 midwives was selected using simple random sampling. Data was collected through standardized questionnaires: the WART (Work Addiction Risk Test), the Salanova & Schaufeli Job Engagement scale, and Walton's Quality of Work Life questionnaire.
Results
Direct Relationships
The findings showed a significant positive correlation between both Workaholism and Job Engagement with Quality of Work Life (p<0.05). This suggests that highly active midwives, whether driven by obsession or passion, currently perceive their work life as higher in quality due to high involvement and productivity.
The Moderating Role of Personality
While personality traits were analyzed, they showed a stronger relationship with engagement than with workaholism. Specifically, the obsessive nature of workaholism appeared consistent regardless of the individual's personality type.
Discussion
The positive link between Workaholism and QWL is a provocative finding. It suggests that in the specific environment of Tabriz hospitals, midwives who work excessively may feel a sense of self-worth and social integration through their labor. However, Job Engagement remains the healthier driver, characterized by vigor and dedication rather than the "compulsion" found in workaholism.
Conclusion
Organizations must distinguish between these two states. While both may look like "productivity" on paper, Job Engagement is sustainable, whereas Workaholism is a risk factor for long-term health. Management should focus on fostering engagement through supportive environments rather than just rewarding long hours.