Work pressure or overload prevents people from straying from private life. For example, families who were disrupted by long working hours complained that it was difficult for them to do housework or stay with the children (Cousins ​​& Tang, 2004). Additionally, reduced physical and psychological engagement and less work engagement attract depressive emotions in people, which will decrease both job and life satisfaction (Demerouti, Geurts, & Kompier, 2004; Peeters, Montgomery, Bakker and Schaufeli, 2005). Even more dire consequences will occur if individuals attempt to devote more time and energy to their work, and these effects could be passed on to the next generation. This can be illustrated in the case study of Gheorghiţa (2014): Growing up with the absenteeism of a busy father, a young accountant took up work at a very young age. In order to commit to her work and position, perhaps like what her father had done, she worked day and night in poor physical and psychological conditions, dying in her late twenties due to a seizure cardiac exhaustion. In this case, such work-life impacts should raise the alarm to individuals or the organization on how to define the work task, deal with it and maintain a dynamic balance between work and life.