How to turn workplace boredom into something positive. A theoretical framework of the ‘bright sides’ of boredom

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2023-06-01 DOI:10.1016/j.hrmr.2022.100952

Carina Schott , Caroline Fischer

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Abstract

The management literature describes workplace boredom and related behaviors mostly as counterproductive. However, within the psychological literature, boredom is studied as a functional emotion, stressing a positive aspect in this unpleasant state. This article introduces this positive approach toward boredom to the management literature. Specifically, we provide a comprehensive theoretical model and testable propositions regarding how to foster the positive effects of employees' boredom in the workplace. Based on Job Demands-Resources (JD-R) theory, we argue that boredom is the result of job demands. However, in combination with the right job resources, boredom can actually lead to productive coping behaviors (i.e., task-unrelated thought, changing task engagement, and other task engagement). We identify three traditional and three boredom-specific job resources presenting managerial measures that facilitate positive outcomes of boredom. These job resources are located at the level of tasks, work organization, interpersonal and social relations, as well as the organizational level.

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如何把工作场所的无聊变成积极的东西。无聊的“光明面”的理论框架

管理文献将工作场所的无聊和相关行为描述为适得其反。然而，在心理学文献中，无聊被研究为一种功能性情绪，强调在这种不愉快的状态中积极的一面。本文将这种积极的方法引入到管理文献中。具体而言，我们提供了一个全面的理论模型和可检验的命题，关于如何在工作场所培养员工的无聊感的积极影响。基于工作需求-资源(JD-R)理论，我们认为无聊是工作需求的结果。然而，与合适的工作资源相结合，无聊实际上可以导致富有成效的应对行为(即，与任务无关的想法，改变任务投入，以及其他任务投入)。我们确定了三种传统和三种无聊特定的工作资源，提出了促进无聊积极结果的管理措施。这些工作资源分布在任务层面、工作组织层面、人际关系和社会关系层面以及组织层面。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.