Morning Reattachment to Work and Work Engagement During the Day: A Look at Day-Level Mediators

Sonnentag, Sabine; Eck, Kathrin; Fritz, Charlotte; Kühnel, Jana

doi:10.1177/0149206319829823

Cited by 63 publications

(84 citation statements)

References 107 publications

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“…For example, it is possible that very high detachment—especially during breaks—may be detrimental to performance. After successfully detaching from work, reattachment (i.e., rebuilding a mental connection to work) is needed when continuing to work and may take some effort (Sonnentag et al., 2019; Sonnentag & Kühnel, 2016). So far, reattachment has been studied in the context of starting the working day, but the same idea could also be applied to within‐workday breaks such as lunch breaks.…”

Section: Discussionmentioning

confidence: 99%

Drammatic breaks: Break recovery experiences as mediators between job demands and affect in the afternoon and evening

et al. 2021

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The present study focused on within-workday recovery, which has received less scholarly attention than has recovery outside work. We examined six break recovery experiences (detachment, relaxation, autonomy, mastery, meaning and affiliation) as possible mediators between daily emotional job demands, positive and negative affect both in the afternoon and in the evening. We conducted a one-work week diary study (N = 107) among Finnish schoolteachers with three daily measurements per workday.Most participants (88%) were women, and the average age was 50 years. The data were analysed with multilevel path modelling. Regarding daily afternoon affect, both low break detachment and low break meaning mediated the relationship between high daily emotional demands and low afternoon positive affect and high afternoon negative affect. Regarding daily evening affect, only low break meaning mediated the relationship between high daily emotional demands and low evening positive affect. In addition, afternoon positive and negative affect did mediate the relationships between break detachment and meaning and positive and negative evening affect. Our findings offer new insights into the interplay of daily job demands, break recovery experiences and affective well-being. Despite detachment, meaning, which has received limited research attention as a recovery experience, seems to play an important role in within-workday recovery. Our study also suggests that successful break recovery can benefit employees' affective well-being in the evening.

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Section: Discussionmentioning

confidence: 99%

Drammatic breaks: Break recovery experiences as mediators between job demands and affect in the afternoon and evening

et al. 2021

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“…These recovery frameworks may be too narrow to account for how physical activity has been observed to influence job performance in disciplines beyond management (e.g., medicine, physiology, neuroscience), including the impact of this activity on physical health (e.g., cardiovascular health), mental health (e.g., depression), and cognition (e.g., memory). Moreover, recovery theories have largely been applied to explain daily (Sonnentag, Eck, Fritz, & Kühnel, 2019) or weekly (Fritz & Sonnentag, 2006) processes and may be less suitable for explaining how physical activity influences job performance in the long term. We instead apply resource-based theories (e.g., Hobfoll, 1989; Ten Brummelhuis & Bakker, 2012a) to the employee physical activity–job performance relationship, which yields predictions that are consistent with the cross-disciplinary literature regarding how being more active influences performance.…”

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confidence: 99%

Employee Physical Activity: A Multidisciplinary Integrative Review

Calderwood

Brummelhuis

Patel

et al. 2020

Journal of Management

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While physical activity is widely recognized to be relevant to employee well-being and organizational health care costs, the management literature has yet to clarify when, how, and why employee physical activity influences job performance. Therefore, the goal of this review is to provide a cross-disciplinary synthesis of evidence surrounding the implications of physical activity for job performance. After first conducting an emergent systematic review of the management literature to verify our assertion that this research base has inadequately addressed the relationship between physical activity and job performance, we performed a cross-disciplinary review of six key disciplines (sports sciences, public environmental occupational health, general medicine internal, physiology, neuroscience, and psychology/psychiatry) to develop a resource-based framework that serves to identify how physical activity relates to job performance. This unifying framework is intended to guide future research on employee physical activity. As an initial application of this framework, we provide a set of future research directions centered on empirically evaluating proposed mechanisms, boundary conditions, and temporal factors that can inform physical activity research in organizational contexts.

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“…In order to realize the transition, the company's tendency to change must be detectable: competitiveness and advantages in the operating markets as well as the quality of the implementation's result. Highly motivated and professional employees are an important condition for successful operation of the company: "…employee work engagement is crucial" [12], because the relationship significantly affect partnerships.…”

Section: Resultsmentioning

confidence: 99%

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

Vanags

Drinke

2021

SHS Web of Conf.

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Research background: Management of the complex reality - transformation to the world of the future- is often associated with discovering new directions in a company’s activities. One of these directions is the formation of beneficial partnerships aimed at working together to achieve certain goals, which in turn relate to necessary changes within the company. Change has become inevitable in every enterprise and phased management of change is becoming a daily component of administration and a part of company’s development: the speed, scale and complexity of change is increasing nowadays, and it is impossible to stop this flow. In this context it is very important to determine to what extent and in what aspects a company needs change. Purpose of the article: The aim of the research is to investigate what factors could influence and what aspects could be affected by reinventing the existing business model and establishing a new partnership-based business model within a company and what should be done to implement this change successfully. Research methods: literature analysis, semi-structured interviews and a survey. The research data was processed by continuous comparative analysis, using open coding, level 2 coding, content analysis method. Findings & Value added: the results drawn from this study could provide academics and practitioners with a better understanding of communication and change-readiness capabilities. This knowledge can then be applied to their strategies and management skills for the purpose of achieving partnership-based business model with success.

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Morning Reattachment to Work and Work Engagement During the Day: A Look at Day-Level Mediators

Cited by 63 publications

References 107 publications

Drammatic breaks: Break recovery experiences as mediators between job demands and affect in the afternoon and evening

Drammatic breaks: Break recovery experiences as mediators between job demands and affect in the afternoon and evening

Employee Physical Activity: A Multidisciplinary Integrative Review

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

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