An organisation’s overarching goal should be to adjust workplace culture so that managers value prioritisation of tasks, time management, and efficient output over hours in the office. It is important for organisation leaders to recognise that long hours are not necessary for high-quality work and, at a certain point, may run counter to it. Such traits (e.g., co-operativeness) may be unfairly biased by the physical presence of employees, whereas outputs like the number of projects or project quality are arguably more objectively measurable across employees with varied hours in the office (Elsbach and Cable, 2012). Reconsider scheduling practices and job design, and introduce health protection programmes for employees in jobs that often have overtime hours (Dembe et al.,