The role of cognition, affect, and resources in the influence of unreasonable tasks on work engagement: A moderated chain mediation model

Abstract

Some studies have concentrated on the adverse effects of unreasonable tasks on work engagement. So far, however, the underlying mechanisms and boundary conditions of the relationship have not been adequately discussed. Based on the cognitive-affective systems theory and the job demands-resources model, this study constructs a chain mediation model in which unreasonable tasks influence work engagement through work alienation and negative affect and explores the moderating role of supervisor support in the model. An analysis of 427 questionnaires from multiple types of organizations shows that: Unreasonable tasks have a negative impact on work engagement; work alienation and negative affect play both separate and chain mediating roles in the negative effect of unreasonable tasks on work engagement, and supervisor support negatively moderates chain mediation by moderating the positive effect of unreasonable tasks on work alienation. This study re-investigates the relationship between unreasonable tasks and work engagement from cognitive, affective, and resource perspectives, which could be a valuable addition to established research and provide suggestions and assistance for management practice.

I feel the need – the need for speed! Unreasonable tasks, work pace, psychological detachment and emotional exhaustion

“…We propose that work pace can help explain the link between unreasonable tasks and emotional exhaustion. Per previous studies, the presence of unreasonable tasks increases role overload (Bramlage et al, 2021) and decreases work engagement (Cheng et al, 2022). In our case, the employee needs to perform both regular (i.e.…”

“…Per previous studies, the presence of unreasonable tasks increases role overload (Bramlage et al. , 2021) and decreases work engagement (Cheng et al. , 2022).…”

“…Unreasonable tasks are judged to be unreasonable because they either do not belong to the employee's occupation or involve restrictive rules and require knowledge and skills the subject employee does not possess (Pindek et al, 2019a). The discerning criteria for unreasonable tasks include the following (Cheng et al, 2022): the task should be performed by someone else; the task is beyond the defined scope of responsibility or does not match the employee's experience; the task will put the employees in an embarrassing situation; and the task is perceived as unfair. Unreasonable work tasks reduce job satisfaction (Muntz et al, 2019), a sense of meaning at work, engagement (Kilponen et al, 2021) and give rise to thoughts of injustice and imbalance in task division (Pindek et al, 2019a).…”

“…, 2019a). The discerning criteria for unreasonable tasks include the following (Cheng et al. , 2022): the task should be performed by someone else; the task is beyond the defined scope of responsibility or does not match the employee's experience; the task will put the employees in an embarrassing situation; and the task is perceived as unfair.…”

When colleague got recognized: Third-party’s reaction to witnessing employee recognition

“…(1) The positive praise and recognition of the leaders to their colleagues show that the leaders pay attention to the employees, to what they do, and to what they achieve. Through such behavioral interaction, leaders give positive feedback to the employees ( Abugre and Sarwar, 2013 ), provide support for the employees’ work ( Cheng et al, 2022 ), show respect for the employees’ work achievements ( Zhao et al, 2022 ), and enable the employees to feel positive value and significance of work, thus increasing their work engagement. (2) By rewarding and praising outstanding employees, leaders convey the expected behavior and results of the organization to the members, so that employees can realize that hard work, team dedication, and other behaviors beneficial to the organization will be recognized ( Xenikou, 2017 ).…”