Staying well and engaged when demands are high: the role of psychological detachment.

By Sabine Sonnentag, Carmen Binnewies, Eva J. Mojza. Journal of Applied Psychology, 2010

617 citations recorded by the source corpus.

The authors of this study examined the relation between job demands and psychological detachment from 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 negative impact of high job demands on well-being and work engagement. A longitudinal study (12-month time lag) with 309 human service employees showed that high job demands predicted emotional exhaustion, psychosomatic complaints, and low work engagement over time. Psychological detachment from work during off-job time predicted emotional exhaustion and buffered the relation between job demands and an increase in psychosomatic complaints and between job demands and a decrease in work engagement. The findings of this study suggest that psychological detachment from work during off-job time is an important factor that helps to protect employee well-being and work engagement.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/fe7c6ffb5bf301dc995afda48db4c357e41810cc

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Citations in the corpus

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, positive): “As considerable resource investment is required to retain employees (Sonnentag, Binnewies, and Mojza 2010) and as job resources, such as supervisory coaching and performance feedback, are useful in increasing work engagement and reducing turnover intention, leaders may provide su ﬃ cient guidance…”
Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, background): “…of Business Administration, Nanjing University of Economics and Finance, Nanjing 210023, China 2 Department of Psychology, Bowling Green State University, Bowling Green, OH, USA are forcing organizations to look for ways to keep team members engaged when demands are high (Sonnentag et al. 2010).”
Research on work engagement is well and alive (2011, background): “, self-efficacy, self-esteem, optimism, positive affect) as proximal predictors of day-level work engagement (Sonnentag et al., 2010).”
Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study (2014, methodology): “The JD-R model has also been extended to include personal resources (as distinct from job resources) as potential moderators (e.g. Sonnentag et al., 2010).”