ABSTRACT This paper examines how employees make sense of their long work hours. We use a case study of an administrative unit at a public university in the United States, where expectations of working long hours are relatively low and employees have organizational resources to achieve work-life balance. Even so, we find that many employees still work more than expected and feel the need to work over the weekends. These employees overwhelmingly attribute their long hours to their personalities. Because many employees view their work as central to their existence, they invest their emotional energy and drive themselves to work longer hours than is expected from their supervisors and the institution. This individualized understanding that uses personality as a cultural frame persists and operates as a justification for long work hours even when other causes, such as staff shortage, were present. These findings imply that removing organizational expectations and rewards for long work hours alone is not enough for employees to achieve work-life balance because personal work ethics can still drive working long hours in the cultural context that puts high moral values on long work hours. In the conclusion, we discuss policies and cultural shifts needed to address these problems.