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A Diary Study on Anticipated Leisure Time, Morning Recovery, and Employees’ Work Engagement

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  • Sebastian Seibel

    (Work and Organizational Psychology Group, Otto-Friedrich University of Bamberg, 96047 Bamberg, Germany
    Work and Organizational Psychology Group, Julius Maximilian University of Würzburg, 97070 Würzburg, Germany)

  • Judith Volmer

    (Work and Organizational Psychology Group, Otto-Friedrich University of Bamberg, 96047 Bamberg, Germany)

Abstract

Recovery during yesterday’s leisure time is beneficial for morning recovery, and morning recovery fosters employees’ work engagement, a positive, motivational state associated with job performance. We extended existing research by assuming that both, morning recovery (considered a resource) and anticipated leisure time (considered an anticipated resource gain), relate to work engagement. Anticipated leisure time comprises two constructs: general anticipation of leisure time, which refers to employees’ cognitive evaluation of their entire upcoming leisure time, and pleasant anticipation of a planned leisure activity, which describes a positive affective reaction because of one specific, upcoming leisure activity. We suggested that employees with high pleasant anticipation generate more thoughts of a planned leisure activity (ToPLA), which may distract them from their work, reducing their work engagement. A diary study over five days showed that morning recovery and general anticipation of leisure time were positively related to work engagement. Furthermore, employees with higher pleasant anticipation of a planned leisure activity reported more ToPLA. In contrast to our expectations, neither pleasant anticipation nor ToPLA was related to work engagement. In sum, this study introduced anticipated leisure time as a novel antecedent of work engagement and demonstrated that anticipated resource gains are important for high work engagement.

Suggested Citation

  • Sebastian Seibel & Judith Volmer, 2021. "A Diary Study on Anticipated Leisure Time, Morning Recovery, and Employees’ Work Engagement," IJERPH, MDPI, vol. 18(18), pages 1-14, September.
    • Handle: RePEc:gam:jijerp:v:18:y:2021:i:18:p:9436-:d:630441
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    References listed on IDEAS

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    1. van Quaquebeke, N. & Kerschreiter, R. & Buxton, A.E. & van Dick, R., 2010. "Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with their Leaders," ERIM Report Series Research in Management ERS-2010-003-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
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    3. Niels Quaquebeke & Rudolf Kerschreiter & Alice Buxton & Rolf Dick, 2010. "Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with Their Leaders," Journal of Business Ethics, Springer, vol. 93(2), pages 293-305, May.
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