In today’s relentlessly evolving corporate landscape, unpaid overtime has silently morphed into a complex behavioral phenomenon that extends far beyond mere extra work hours. The concept, aptly termed Formalistic Overtime Behavior (FOB), encapsulates employees’ performative engagement in work tasks during periods when they are not officially compensated. This nuanced form of impression management reveals how workers navigate the tension between organizational expectations and personal boundaries, especially within the context of unpaid labor that is often deemed illegitimate or excessive.
FOB represents a sophisticated blend of impression management tactics where employees deliberately showcase exaggerated or performative efforts, essentially “role-playing” productivity. While superficially resembling dedication, these behaviors carry a deceptive affective undertone, subtly masking actual disengagement or slacking. The phenomenon is often triggered by stressful, illegitimate demands on unpaid overtime, placing employees in a paradoxical position where they must appear industrious without genuine productivity, thereby balancing psychological resource depletion and social approval.
Crucially, the emergence of FOB challenges conventional understanding of overtime and employee engagement. Traditional research emphasizes the detrimental effects of unpaid work on well-being, but rarely interrogates the intricate ways employees adapt behaviorally to such stressors. By drawing from stress and impression management theories, recent research not only frames FOB as a distinct construct but also provides a reliable and validated scale to systematically measure its manifestations, fostering new investigative pathways in organizational psychology.
Impression management literature has conventionally focused on tactics employed to maximize positive rewards, such as ingratiation or self-promotion. FOB disrupts this narrative by showcasing a tactical amalgamation of impression management behaviors deployed in a stressful, unpaid overtime context. This interplay embodies paradoxical characteristics where employees simultaneously engage in superficial displays of labor while potentially withholding authentic contribution, complicating the dynamics of workplace evaluation and social perception.
The situational specificity of FOB is notable. It is most prevalent in organizations where unpaid overtime is not only common but also perceived as illegitimate — that is, when extra work hours feel imposed without justifiable cause or appropriate recognition. Such environments cultivate negative emotional responses among employees, prompting them to engage in FOB as a psychological shield or strategic response. This reveals a deeper interplay between organizational injustice perceptions and employee coping mechanisms, enriching the dialogue on workplace stress and behavioral strategy.
Empirical findings underscore that FOB significantly exacerbates work-life conflict, illustrating how performative overtime behaviors ripple beyond the confines of the workplace into employees’ personal lives. Moreover, involvement in FOB diminishes employees’ positive affective anticipation or work prospection for the subsequent day, signaling a resource depletion cycle that perpetuates stress and dissatisfaction. These insights highlight FOB’s dual role: while seemingly adaptive on the surface, it simultaneously undermines long-term employee well-being.
From a managerial perspective, recognizing FOB presents unique challenges. Unlike overt slacking or absenteeism, FOB is disguised behind a façade of industriousness, making detection elusive. Managers often assess employee effort through visible time-based metrics rather than qualitative work outcomes, inadvertently encouraging FOB. This misalignment calls for nuanced performance appraisal systems that prioritize task completion quality and goal achievement over mere time input, thereby discouraging performative tactics that erode authentic productivity.
Practical interventions to mitigate FOB may include comprehensive training programs for supervisors to recognize subtle signs of performative overtime behavior. Workshops leveraging real-world scenarios or role-playing exercises can enhance managerial sensitivity to this covert form of disengagement. Simultaneously, instituting multi-source feedback mechanisms involving peers, supervisors, and clients can yield more holistic evaluations, diluting the influence of supervisor bias and reinforcing fairer assessments of employee contributions.
An organizational culture that valorizes efficiency over longevity in hours worked plays a pivotal role in addressing FOB. Initiatives like “efficient employee awards” reward individuals who meet or exceed performance expectations within standard work periods, effectively counteracting entrenched stereotypes equating overtime with commitment. Furthermore, transparent communication about the importance of work-life balance and managerial modeling of reasonable work hours serve as potent signals that disincentivize excessive, performative behaviors.
Notably, FOB holds particular salience within the Chinese workplace context, where cultural attributes of high-power distance and collectivism intersect with systemic practices of unpaid overtime. The prevalence of bureaucratic formalism and hierarchical control further complicates employee-manager dynamics, often impelling employees toward FOB as a pragmatic strategy amidst conflicting value systems. As China’s organizational climate encounters gradual egalitarian shifts, this research punctuates the urgent need to reconcile these tensions to foster healthier work environments.
Beyond China, the study raises pertinent questions regarding FOB’s manifestation across diverse cultural landscapes. Western contexts, characterized by lower power distance and higher individualism, may witness FOB evolving into behaviors like “performance pretense” or digital prolongation of online status during telework. The advent of remote work and the gig economy introduces spatial and technological dimensions to FOB’s enactment, underscoring the necessity for cross-cultural investigations to delineate its global contours.
The study’s empirical rigor, though robust, is shaped by certain limitations. The primary reliance on self-reported data invites concerns of common method bias, and the predominantly cross-sectional design constrains definitive causal inferences about FOB’s antecedents and outcomes. Future research employing longitudinal and experimental methodologies, alongside triangulated data sources including peer and supervisor assessments, will be vital to unravel the temporal dynamics and multi-faceted nature of FOB.
Intriguingly, despite the focus on FOB’s deleterious consequences, potential positive effects warrant exploration. Given that FOB is fundamentally an impression management tactic, situations where it garners favorable evaluations might boost employee performance during standard hours. Moreover, as a form of workplace slacking, FOB might enable partial psychological detachment during unpaid overtime, aiding in resource recovery—albeit possibly to a lesser degree than traditional breaks.
This emergent research not only bridges the academic-practical divide by illuminating the elusive behaviors woven into unpaid overtime but also invites broader societal reflection. The widespread norm of working beyond contracted hours—often without compensation—raises ethical and legal concerns about employee rights and organizational responsibilities. In this light, FOB symbolizes a systemic “malformation,” a symptom of unresolved conflict between managerial expectations and employee well-being.
The question posed by the researchers—how many employees can truly clock out on time?—resonates universally. Work cultures worldwide are grappling with the balance between productivity demands and humane labor practices. Understanding FOB offers a critical lens to dissect the performative rituals embedded in contemporary work settings, enabling stakeholders to rethink policies and cultivate workplaces that respect time boundaries and mental health equally.
Ultimately, the conceptualization and measurement of formalistic overtime behavior constitute a pioneering step towards unpacking workplace behaviors in the shadows. As FOB gains visibility, it presses organizations to reevaluate performance frameworks and labor norms, emphasizing the significance of authentic engagement over superficial compliance. This line of inquiry is poised to provoke wide-ranging discourse and catalyze more humane work environments in a world where the lines between work and life increasingly blur.
Subject of Research: Formalistic Overtime Behavior (FOB) as a distinct impression management tactic in the context of unpaid overtime in organizational settings.
Article Title: Role-playing after 6 pm: conceptualization, scale development, and validation of formalistic overtime behavior in the Chinese workplace.
Article References:
Yang, P., Zhang, S. Role-playing after 6 pm: conceptualization, scale development, and validation of formalistic overtime behavior in the Chinese workplace.
Humanities and Social Sciences Communications 12, 742 (2025). https://doi.org/10.1057/s41599-025-05108-z
Image Credits: AI Generated
