Workplace boredom coping: health, safety, and HR implications

By A. Game. 2007

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Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study (2016, unknown): “If organizational culture enables employees to constructively re ﬂ ect upon and respond to their affective cues, such as early signals of boredom, they may automatically adapt their work behavior to improve their well-being (George, 2009; Game, 2007; Barbalet, 1999).”
Understanding non-work presenteeism: Relationships between emotional intelligence, boredom, procrastination and job stress (2014, unknown): “In dealing with the boredom experienced at work, individuals may engage in non-work related strategies such as letter writing, reading, playing games, e-mailing, using the Internet, or smoking (D’Abate, 2005; Fisher, 1993; Game, 2007).”
The good of boredom (2018, unknown): “That is, in order to alleviate boredom an individual might be motivated to change her situation or she might engage in a different mental activity, such as mind-wandering (Game, 2007; Harris, 2000; Martin et al., 2006).”
The bored mind is a guiding mind: toward a regulatory theory of boredom (2018, background): “Furthermore, depending on the situation, there will be different strategies for dealing with boredom (Cummings et al., 2016; Daniels et al., 2015; Game, 2007).”