Employee wellbeing: The role of psychological detachment on the relationship between engagement and work–life conflict

Henrieta Hamilton Skurak, Sanna Malinen, Katharina Näswall and Joana C Kuntz
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Henrieta Hamilton Skurak: Department of Management, Marketing, and Entrepreneurship, University of Canterbury, New Zealand; Department of Psychology, University of Canterbury, New Zealand
Sanna Malinen: Department of Management, Marketing, and Entrepreneurship, University of Canterbury, New Zealand
Katharina Näswall: Department of Psychology, University of Canterbury, New Zealand
Joana C Kuntz: Department of Psychology, University of Canterbury, New Zealand

Economic and Industrial Democracy, 2021, vol. 42, issue 1, 116-141

Abstract: Given the importance of employee wellbeing to performance, organisations have increased their focus on understanding and managing the factors that contribute to wellbeing in the workplace. Drawing on the Job Demands–Resources model, this study tests the direct and indirect effects of engagement, drive and job demands on work–life conflict and wellbeing. The findings indicate that engagement and working overtime were indirectly related to work–life conflict through lack of psychological detachment from work. In addition, being pressured to prioritise work over personal life, work overload, working overtime and experiencing strong drive were indirectly associated with reduced wellbeing through increased work–life conflict. This study demonstrates that to enjoy the benefits of a highly engaged workforce, organisations must enable employee detachment from work.

Keywords: Engagement; psychological detachment; wellbeing; work–life conflict (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:42:y:2021:i:1:p:116-141

DOI: 10.1177/0143831X17750473

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