Editorial: Heavy-Work Investment: Divergent perspectives

engagement, addiction to work, financial needs, and employer demands) and individual-wise outcomes (such as health and work satisfaction), with potential moderators (such as job type and fairness). This phenomenon of HWI is prevalent in cultures worldwide (Shkoler et al., 2021). However, HWI raises an interesting and important question: Is HWI good or bad for the organization and its workers? Responses to this question are mixed.HWI has a deleterious effect on workers. Long hours, in particular, appear to account for many negative consequences (Afota et al., 2021), including complaints associated with health and even illness, mistakes at work, occupational injuries, and workplace accidents, among a variety of additional debilitating factors described in the literature (Caruso, 2006;Snir & Harpaz, 2013). Notably, working overtime prolongs the duration of effort invested in the tasks, while the time for recovery from the exertion is shortened (Van Der Hulst & Geurts, 2001).Moreover, increased time spent on the job also means more extended exposure to workplace hazards, leading to less time to attend to non-work responsibilities (Caruso, 2006). Despite these hazards, HWI produces several positive outcomes. Shamai et al. (2012) found that average "life satisfaction" was higher among employees working more than fifty hours per week than those working 36-50 hours weekly. The former group of employees experiences more "flow" than the latter group and, consequently, could be expected to report more significant positive effects (Shamai, 2015).Therefore, the main objective of this research topic was to encourage discussion regarding the prominent phenomenon of HWI, thus enhancing our understanding of its nature and implications.Five papers were accepted and included in this topic. The first paper The third paper (https://www.frontiersin.org/articles/10.3389/fpsyg.2022.904946/full) addresses the construct of self-accountability at work, i.e., the perceived expectation that one's actions will be evaluated and that compensation and penalties are predicated as such (Hall et al., 2006). Because self-accountability is a complex phenomenon with positive and negative outcomes, the research team highlighted the positive mediating role of obsessive passion [for work] between self-accountability and task performance and the positive mediating role of role overload between self-accountability and emotional exhaustion. The importance of the paper lies in its thought-provoking assessment of the benefits and drawbacks of felt accountability at work.Based on the conservation of resources (COR) theory, the fourth investigation (conducted in China) (https://www.frontiersin.org/articles/10.3389/fpsyg.2022.889270/full) offers insights into the positive relationship between workaholic leaders and employees' "defensive" selfpresentation (e.g., faking work to impress supervisors) -achieved partly through the mediating mechanisms of employee workplace anxiety. Notably, segmentation (e.g., boundaries between work and leisure/family time) negatively moderated the relationship between workplace anxiety, self-presentation, and the overall mediating mechanism. The findings, albeit culturally based, offer directions for improving employee well-being and positive organizational outcomes.The final offering in this collection (https://www.frontiersin.org/articles/10.3389/fpsyg.2022.860687/full) employs a comprehensive ground-breaking meta-analysis that confirms that while workaholism, working excessively, and working compulsively, are associated with positive work outcomes (broken down into task performance and contextual performance), workaholism and its dimensions have differential relationships with the various dimensions of work performance. Notably, the discussion touches on (1) the possible moderating effects of the measurement tools of workaholism, (2) cultural background, and (3) time lag, leaving much room for further research.The five papers provided valuable insights into the complexity of HWI even if research in the field expands. Of note is the emphasis placed on the actors in the workplace -employees and supervisors alike -whose sensitivities and motivations have come to the fore in recent years, in contradiction to the previous emphasis on the bottom line. Many are the theoretical underpinnings that inform our papers, and many are the practical concomitants that emerge from them. As research in this field continues, we can trust that managers will reap the outcomes of these investigations to benefit society.

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