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Employee wellbeing: The role of psychological detachment on the relationship between engagement and work–life conflict

Author

Listed:
  • Henrieta Hamilton Skurak

    (Department of Management, Marketing, and Entrepreneurship, University of Canterbury, New Zealand; Department of Psychology, University of Canterbury, New Zealand)

  • Sanna Malinen

    (Department of Management, Marketing, and Entrepreneurship, University of Canterbury, New Zealand)

  • Katharina Näswall

    (Department of Psychology, University of Canterbury, New Zealand)

  • Joana C Kuntz

    (Department of Psychology, University of Canterbury, New Zealand)

Abstract

Given the importance of employee wellbeing to performance, organisations have increased their focus on understanding and managing the factors that contribute to wellbeing in the workplace. Drawing on the Job Demands–Resources model, this study tests the direct and indirect effects of engagement, drive and job demands on work–life conflict and wellbeing. The findings indicate that engagement and working overtime were indirectly related to work–life conflict through lack of psychological detachment from work. In addition, being pressured to prioritise work over personal life, work overload, working overtime and experiencing strong drive were indirectly associated with reduced wellbeing through increased work–life conflict. This study demonstrates that to enjoy the benefits of a highly engaged workforce, organisations must enable employee detachment from work.

Suggested Citation

  • Henrieta Hamilton Skurak & Sanna Malinen & Katharina Näswall & Joana C Kuntz, 2021. "Employee wellbeing: The role of psychological detachment on the relationship between engagement and work–life conflict," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 42(1), pages 116-141, February.
    • Handle: RePEc:sae:ecoind:v:42:y:2021:i:1:p:116-141
    DOI: 10.1177/0143831X17750473
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