Police personnel operate in high-demand environments characterized by emergency response, administrative documentation, and community engagement. These layered responsibilities, compounded by resource constraints, generate workload overload that may undermine well-being, job performance, and organizational efficiency. This study examined the extent, correlates, and consequences of workload overload among Pampanga police officers using a quantitative, descriptive–correlational, cross-sectional survey (N = 385). A structured instrument (4-point Likert scale) assessed workload overload, well-being, job satisfaction/performance, organizational efficiency, and perceived contributors and remedies. Reliability indices for all subscales were acceptable (α = .82–.89). Descriptive statistics, Pearson’s r, t-tests/ANOVA, and multiple regression were applied. Results indicate consistent agreement that officers experience task saturation, frequent multitasking due to staffing gaps, and extended hours (overall M = 3.12). Organizational factors (e.g., staff shortages, uneven task allocation, limited technology) significantly contribute to overload (M = 3.01) and correspond with lower job satisfaction (M = 2.95), diminished morale and well-being (M = 2.85), and perceived efficiency losses (M = 3.00). Demographic effects suggest higher strain among junior and female officers, and relatively better coping among more educated personnel. Findings align with JD-R (health-impairment and motivation pathways), JDC, COR, ERI, Role, and P–E Fit theories. Recommended reforms include manpower augmentation, digitalization of administrative tasks, supportive and fair supervision, wellness and resilience programming, and rank- and gender-sensitive workload management.