It is almost common sense that work stress leads to sleep impairment, but the question of how work-related stressors impair employee sleep remains open. This study focuses on the role of rumination as the underlying mechanism for sleep impairment. Specifically, the authors contribute to recent research differentiating affective rumination from problem-solving pondering and examine the impact of both forms of rumination on the stressor-sleep relationship. Following theories of rumination and the Zeigarnik effect, they focus on unfinished tasks as a key onset for rumination. Unfinished tasks have received much research attention in the memory context but have been neglected as a stressor that can impact recovery. Drawing on theory, differential indirect links between unfinished tasks and sleep through affective rumination versus problem-solving pondering are examined. Further, the number of unfinished tasks extending over a 3-month period may impair employee sleep more than unfinished tasks within the acute phase. In this study, intraindividual links in a diary study supplemented by depicting between-person effects of unfinished tasks over a period of 3 months are examined. The authors matched 357 Friday and Monday observations over a 12-week interval for 59 employees. The results of the multilevel analysis suggest that the within-person relationship between unfinished tasks and sleep is mediated by affective rumination. Although problem-solving pondering was negatively related to sleep impairment, the indirect effect was not significant. Finally, beyond the acute effect, the authors found higher levels of unfinished tasks over 3 months are related to increased sleep impairment on the weekend. (PsycINFO Database Record

Only few studies so far have examined recovery from work during workday breaks. In this intervention study, based on the effort-recovery model and the conservation of resources theory, we examined how to enhance recovery during lunch breaks. More specifically, we examined the within-person effects of lunchtime park walks and relaxation exercises on employees’ levels of concentration, strain, and fatigue experienced at the end of a working day. We moreover tested whether detachment from work and enjoyment experienced during lunch breaks transmitted the effects of these activities to well-being outcomes. Participants in the park walk (n = 51) and relaxation (n = 46) groups were asked to complete a 15-min exercise during their lunch break on 10 consecutive working days. Afternoon well-being, lunchtime detachment, and lunchtime enjoyment were assessed twice a week before, during, and after the intervention, altogether for 5 weeks. Multilevel analysis results showed that park walks at lunchtime were related to better concentration and less fatigue in the afternoon through enjoyment. Relaxation exercises were related to better concentration in the afternoon via detachment. In addition, relaxation exercises were directly linked to lower levels of strain and fatigue in the afternoon. Our study suggests that on days on which employees engage in recovering activities during lunch breaks, they experience higher levels of well-being at the end of a working day. These results add to the theory-based knowledge on recovery during workday breaks and highlight the importance of breaks for organizational practices.

This study examines the relationship between time pressure and unfinished tasks as work stressors on employee well-being. Relatively little is known about the effect of unfinished tasks on well-being. Specifically, excluding the impact of time pressure, we examined whether the feeling of not having finished the week's tasks fosters perseverative cognitions and impairs sleep. Additionally, we proposed that leader performance expectations moderate these relationships. In more detail, we expected the detrimental effect of unfinished tasks on both rumination and sleep would be enhanced if leader expectations were perceived to be high. In total, 89 employees filled out online diary surveys both before and after the weekend over a 5-week period. Multilevel growth modeling revealed that time pressure and unfinished tasks impacted rumination and sleep on the weekend. Further, our results supported our hypothesis that unfinished tasks explain unique variance in the dependent variables above and beyond the influence of time pressure. Moreover, we found the relationship between unfinished tasks and both rumination and sleep was moderated by leader performance expectations. Our results emphasize the importance of unfinished tasks as a stressor and highlight that leadership, specifically in the form of performance expectations, contributes significantly to the strength of this relationship.

The objective of this article is to investigate transformational leadership as a potential moderator of the negative relationship of time pressure to work-life balance and of the positive relationship between time pressure and exhaustion. Recent research regards time pressure as a challenge stressor; while being positively related to motivation and performance, time pressure also increases employee strain and decreases well-being. Building on the Job Demand-Resources model, we hypothesize that transformational leadership moderates the relationships between time pressure and both employees' exhaustion and work-life balance such that both relationships will be weaker when transformational leadership is higher. Of seven information technology organizations in Germany, 262 employees participated in the study. Established scales for time pressure, transformational leadership, work-life balance, and exhaustion were used, all showing good internal consistencies. The results support our assumptions. Specifically, we find that under high transformational leadership the impact of time pressure on exhaustion and work-life balance was less strong. The results of this study suggest that, particularly under high time pressure, transformational leadership is an important factor for both employees' work-life balance and exhaustion.

In the literature on occupational stress and recovery from work, several facets of thinking about work during off-job time have been conceptualized. However, research on the focal concepts is currently rather diffuse. In this study we take a closer look at the five most well-established concepts: (1) psychological detachment, (2) affective rumination, (3) problem-solving pondering, (4) positive work reflection, and (5) negative work reflection. More specifically, we scrutinized (1) whether the five facets of work-related rumination are empirically distinct, (2) whether they yield differential associations with different facets of employee well-being (burnout, work engagement, thriving, satisfaction with life, and flourishing), and (3) to what extent the five facets can be distinguished from and relate to conceptually similar constructs, such as irritation, worry, and neuroticism. We applied structural equation modeling techniques to cross-sectional survey data from 474 employees. Our results provide evidence for (1) five correlated, yet empirically distinct facets of work-related rumination. (2) Each facet yields a unique pattern of association with the eight aspects of employee well-being. For instance, detachment is strongly linked to satisfaction with life and flourishing. Affective rumination is linked particularly to burnout. Problem-solving pondering and positive work reflection yield the strongest links to work engagement. (3) The five facets of work-related rumination are distinct from related concepts, although there is a high overlap between (lower levels of) psychological detachment and cognitive irritation. Our study contributes to clarifying the structure of work-related rumination and extends the nomological network around different types of thinking about work during off-job time and employee well-being.

I n March 2020, the world was hit by the coronavirus disease (COVID-19) pandemic which led to all-embracing measures to contain its spread. Most employees were forced to work from home and take care of their children because schools and daycares were closed. We present data from a research project in a large multinational organisation in the Netherlands with monthly quantitative measurements from January to May 2020 (N = 253-516), enriched with qualitative data from participants' comments before and after telework had started. Growth curve modelling showed major changes in employees' work-related well-being reflected in decreasing work engagement and increasing job satisfaction. For work-non-work balance, workload and autonomy, cubic trends over time were found, reflecting initial declines during crisis onset (March/April) and recovery in May. Participants' additional remarks exemplify that employees struggled with fulfilling different roles simultaneously, developing new routines and managing boundaries between life domains. Moderation analyses demonstrated that demographic variables shaped time trends. The diverging trends in well-being indicators raise intriguing questions and show that close monitoring and fine-grained analyses are needed to arrive at a better understanding of the impact of the crisis across time and among different groups of employees.

Non-work social media use at work has seen a dramatic increase in the last decade and is commonly deemed counterproductive work behavior. However, we examined whether it may also serve as a micro-break and improve work engagement. We used ecological momentary assessment across one working day with up to ten hourly measurements in 334 white-collar workers to measure non-work social media use and work engagement, resulting in 2,235 hourly measurements. Multilevel modeling demonstrated that non-work social media use was associated with lower levels of work engagement between-persons. Within-persons, non-work social media use was also associated with lower concurrent work engagement. However, non-work social media use was related to higher levels of work engagement one hour later. While more extensive non-work social media use at work was generally associated with lower work engagement, our advanced study design revealed that the longer employees used social media for non-work purposes during one working hour, the more work engaged they were in the subsequent working hour, suggesting that employees turn to social media when energy levels are low and/or when they (temporarily) lose interest in their work. This behavior may serve as a break, which in turn increases work engagement later during the day.

This study considers turnover intention from a stress theory perspective as a coping response to illegitimate tasks. We build on the stress-as-offense-to-self (SOS) framework to analyze the relationship between illegitimate tasks and turnover intention and the moderating role of appreciative leadership as an organizational resource. According to the SOS concept, illegitimate tasks are tasks that are considered unnecessary or unreasonable, thus violating expectations about what can reasonably be required from an employee. They signal a lack of appreciation and respect to the employee, who is expected to fulfill them, and thus constitute a threat to one’s self-esteem. In contrast, perceived appreciative leadership strengthens employees’ self-esteem by praise and acknowledgment. A total of 235 German information technology (IT) professionals of 4 IT companies participated in this study. Results supported the theoretical assumptions that, controlling for job satisfaction, time pressure, and job control, (a) illegitimate tasks are positively related to turnover intention, and (b) appreciative leadership buffers this relationship. That is, if appreciation by the supervisor is high, illegitimate tasks are less strongly related to turnover intention as compared with low appreciation by the supervisor. The significant association between the task-related stressor (illegitimate tasks) and higher turnover intention extends previous research on the stressor-turnover intention relationship. The buffer effect of appreciative leadership highlights the important role of leadership behavior in preventing turnover intention. Supervisors are recommended to appreciate employee’s achievements and qualities and to avoid assigning illegitimate tasks.