The present study among 680 Dutch employees in the banking industry shows that workaholic and engaged employees have different work goals and use different strategies to pursue these goals. More particularly, engaged employees are motivated by a strong need for growth and development (i.e. promotion focus), whereas workaholic employees are motivated by a strong need for security and preventing mistakes (i.e., prevention focus). Moreover, both forms of heavy work investment are oppositely related to work outcomes. That is, work engagement is positively related to job satisfaction and job performance and negatively to turnover intention, whereas the opposite is true for workaholism. Hence, organizations may develop policies to reduce workaholism and to promote work engagement by inﬂuencing their employees’ regulatory foci. Download article.