Against the backdrop of increasingly blurred boundaries between work and nonwork, the purpose of this study was to investigate the implications of employees' work-to-life boundary enactment for well-being. Using border/boundary theory (as reported by Ashforth, Kreiner, Fugate (Academy of Management Review 25(3):472-491, 2000) and Clark (Human Relations 54(6):747-770, 2000)) and the effort-recovery model (as reported by Meijman Mulder (Handbook of work and organizational psychology vol. 2 55-53, 1998)), we developed a research model that links work-to-life integration enactment to exhaustion and impaired work-life balance via lack of recovery activities (as reported by Sonnentag, Journal of Applied Psychology 88(3):518-528, 2003). The model was tested using structural equation modeling. Our sample consisted of N = 1916 employees who were recruited via an online panel service. Results showed that employees who scored high on work-to-life integration enactment reported less recovery activities and in turn were more exhausted and experienced less work-life balance. Our study contributes to the existing literature on boundary management by investigating the well-being implications of work-tolife boundary enactment and by suggesting and testing recovery as an underlying mechanism. In doing so, we link boundary enactment with existing theory of the work-life interface. Based on our review of existent research on boundary management and well-being, we disentangle previous contradictory findings. Understanding of the well-being implications of boundary enactment and underlying mechanisms can help human resource professionals and practitioners to devise and implement organizational policies and interventions that enable employees to develop boundary management strategies that are sustainable in that they do not impair employees' well-being.
This study aims to: (1) examine the stable and changing components across time of job resources, job demands, work engagement, and burnout, and (2) investigate the relationships --as specified by the Job Demands-Resources model --between job characteristics (demands and resources) and employee well-being (burnout and engagement) when controlled for their stable components. These two issues were addressed using longitudinal data from 3 waves with a 1-year time interval (N = 1,038). Results from structural equation modelling indicate that the stable component accounts for 48-69% (wave 1 to 3) of the total variance in job resources, whereas for job demands these percentages range from 30-35% (wave 1 to 3). Moreover, it appears that 54-66% (wave 1 to 3) of the variance in work engagement and 40-45%(wave 1 to 3) of the variance in burnout is accounted for by a stable component. Hence, compared to the negative aspects of the working environment (i.e., job demands and burnout), positive aspects (i.e., job resources and work engagement) seem to be more stable. We also detected significant relationships between the changing components of job resources and job demands on the one hand and work engagement and burnout on the other. These findings are consistent with the Job Demands-Resources model.
Background The COVID-19 crisis has radically changed the way people live and work. While most studies have focused on prevailing negative consequences, potential positive shifts in everyday life have received less attention. Thus, we examined the actual and perceived overall impact of the COVID-19 crisis on work and private life, and the consequences for mental well-being (MWB), and self-rated health (SRH) in German and Swiss employees. Methods Cross-sectional data were collected via an online questionnaire from 2118 German and Swiss employees recruited through an online panel service (18–65 years, working at least 20 h/week, various occupations). The sample provides a good representation of the working population in both countries. Using logistic regression, we analyzed how sociodemographic factors and self-reported changes in work and private life routines were associated with participants’ perceived overall impact of the COVID-19 crisis on work and private life. Moreover, we explored how the perceived impact and self-reported changes were associated with MWB and SRH. Results About 30% of employees reported that their work and private life had worsened, whereas about 10% reported improvements in work and 13% in private life. Mandatory short-time work was strongly associated with perceived negative impact on work life, while work from home, particularly if experienced for the first time, was strongly associated with a perceived positive impact on work life. Concerning private life, younger age, living alone, reduction in leisure time, and changes in quantity of caring duties were strongly associated with perceived negative impact. In contrast, living with a partner or family, short-time work, and increases in leisure time and caring duties were associated with perceived positive impact on private life. Perceived negative impact of the crisis on work and private life and mandatory short-time work were associated with lower MWB and SRH. Moreover, perceived positive impact on private life and an increase in leisure time were associated with higher MWB. Conclusion The results of this study show the differential impact of the COVID-19 crisis on people’s work and private life as well as the consequences for MWB and SRH. This may inform target groups and situation-specific interventions to ameliorate the crisis.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.