Overtime: Determining the Causes, Contextual Factors, Mediators, and Consequences of Long Overtime Hours Using Grounded Theory

Document Type : Research Paper

Author

Assistant Prof., Department of Psychology, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran.

Abstract

Objective
This study aims to develop a comprehensive and localized theoretical model for the phenomenon of excessive overtime work within the Iranian work and social context. It addresses a core organizational challenge: the tension between the pursuit of optimal productivity and the physical and psychological limits of the workforce. Persistent overtime represents a critical breach of this balance, incurring significant individual and organizational costs. This research conducts an in-depth exploration to meticulously explain the causes, contextual conditions, mediating variables, and multifaceted consequences of this pervasive phenomenon. The resulting systematic framework provides a necessary theoretical foundation for designing culturally appropriate interventions.
Methods
This research adopts a grounded theory approach, following the Strauss and Corbin paradigm, to develop a localized model from field data. Data were collected through semi-structured interviews with 28 key stakeholders, including employees with extensive overtime experience, managers, HR professionals, and external consultants. Purposive sampling continued until theoretical saturation was achieved, with diversity in work experience, field, and position. To ensure rigor, the study adhered to the four trustworthiness criteria—credibility, dependability, confirmability, and transferability—and calculated inter-coder reliability using Holsti’s coefficient.
Results
Data were analyzed through the 6C framework across three coding stages. The analysis identified:

Causes: 35 open codes, synthesized into 9 axial and 7 selective categories, explaining the primary roots of overtime.
Contextual Factors: 50 open codes, forming 7 axial and 4 selective categories, which provide the background for its emergence.
Mediating Variables: 25 open codes, categorized into 7 axial and 7 selective categories, acting as protective buffers.
Consequences: 69 open codes, organized into 12 axial and 7 selective categories, reflecting multifaceted individual and organizational outcomes.These components were integrated into a single, coherent theoretical paradigm model, forming a foundational localized theory of overtime.

Conclusion
The study yields a dynamic model demonstrating how contextual factors and mediating variables interact to moderate or amplify the relationship between the causes and consequences of overtime. This crucial insight enables organizations to strategically invest in these mediating and contextual areas, mitigating negative outcomes even when root causes cannot be immediately eliminated. The hierarchical classification of causes, contexts, mediators, and consequences provides a practical, evidence-based roadmap for Iranian industry managers to design effective, culturally attuned interventions that prioritize employee well-being and health.
 

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 18, Issue 1
2026
Pages 70-124

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