In this study, the authors used a within-person design to examine the relation between recovery experiences (psychological detachment, relaxation, mastery experiences) during leisure time, sleep, and affect in the next morning. Daily survey data gathered over the course of 1 work week from 166 public administration employees analyzed with a hierarchical linear modeling approach showed that low psychological detachment from work during the evening predicted negative activation and fatigue, whereas mastery experiences during the evening predicted positive activation and relaxation predicted serenity. Sleep quality showed relations with all affective states variables. This study adds to research on job-stress recovery and affect regulation by showing which specific experiences from the nonwork domain may improve affect before the start of the next working day.
The authors of this study examined the relation between job demands and psychological detachment fro m work during off-job time (i.e., mentally switching off) with psychological well-being and work engagement. They hypothesized that high job demands and low levels of psychological detachment predict poor well-being and low work engagement. They proposed that psychological detachment buffers the negati ve impact of high job demands on well-being and work engagement. A longitudinal study ( 12-month time lag) with 309 human service empl oyees showed that high job demands predicted emoti onal exhaustion, psychosomatic complai nts, and low work engagement over ti me. Psychological detachment from work during off-job ti me predicted emotional exhaustion and bu ffered the relation between job demands and an increase in psychosomatic complaints and between job demands and a decrease in work engagement. The fi ndings of this study suggest that psychological detac hment from work during off-job time is an important factor that helps to protect employee well-bei ng and work engagement.Keywords: job demands, emotional exhausti on, work engagement, psychological detachment, recoveryIn many contemporary j obs, employees face a high level of quantitative job demands refl ected in a hi gh workload and time pressure. Hi gh job demands not only produce a stressful shOJt-term experi ence (Ilies et aI.,
This quasi-experimental study evaluated the effects of a recovery training program on recovery experiences (psychological detachment from work, relaxation, mastery experiences, and control during off-job time), recovery-related self-efficacy, and well-being outcomes. The training comprised two sessions held one week apart. Recovery experiences, recovery-related self-efficacy, and well-being outcomes were measured before the training (T1) and one week (T2) and three weeks (T3) after the training. A training group consisting of 48 individuals and a waitlist control group of 47 individuals were compared (N = 95). Analyses of covariance revealed an increase in recovery experiences at T2 and T3 (for mastery only at T2). Recovery-related self-efficacy and sleep quality increased at T2 and T3, perceived stress and state negative affect decreased at T3. No training effects were found for emotional exhaustion.
SummaryThis study examined the state of being recovered in the morning (i.e., feeling physically and mentally refreshed) as a predictor of daily job performance and daily compensatory effort at work. Ninety-nine employees from public service organizations completed a general survey and two daily surveys on pocket computers over the course of one workweek. Hierarchical linear modeling showed that being recovered in the morning was positively related to daily task performance, personal initiative, and organizational citizenship behavior and negatively related to daily compensatory effort at work. Relationships between the state of being recovered and day-specific job performance were moderated by job control. For persons with a high level of job control, the relationship between being recovered and daily performance was stronger.
Although earlier research has shown that work engagement is associated with positive outcomes for the employee and the organization, this paper suggests that employees also need time periods for temporarily disengaging (i.e., psychological detaching) from work. We hypothesized that work engagement and psychological detachment from work during off-job time predict high positive affect and low negative affect and that psychological detachment is particularly important when work engagement is high. Over the course of four working weeks, 159 employees from five German organizations from various industries completed surveys twice a week, at the beginning and the end of four consecutive working weeks. Hierarchical linear modelling showed that a person's general level of work engagement and the week-specific level of psychological detachment from work during off-job time jointly predicted affect at the end of the working week. As expected, work engagement moderated the relationship between psychological detachment and positive affect. These findings suggest that both engagement when being at work and disengagement when being away from work are most beneficial for employees' affective states.
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