Abstract
Purpose: Turning to the dark side of work engagement, this research explores the boundary conditions concerning the effects work engagement has on employees' burnout. Deep and facial acting are proposed to weaken and strenghten the association between work engagement and burnout.
Design: Lagged and other-rate design is implemented to test the proposed model. To test the hypotheses, multi-level regression analysis is used.
Findings: Results revealed that the negative effects of work engagement on burnout weakened when employees acted high on deep emotional reactions. The negative effects of work engagement on burnout strenghtened when employees were high on fake emotional reactions (fake acting).
Contributions: This research enhances debates on the dark side of work engagement and brings a new perspective from affect- emotion research to develop our understand as to why work engagement might not be a "good" thing.
Practical Implications: This research highlights the importance of understanding employees' emotional reactions and their emotional states when being recruited. HR departments and managers might pay particular attention to this matter.
Limitations: Data is collected from Turkey, which limits the extent of drawing general conclusions.
Design: Lagged and other-rate design is implemented to test the proposed model. To test the hypotheses, multi-level regression analysis is used.
Findings: Results revealed that the negative effects of work engagement on burnout weakened when employees acted high on deep emotional reactions. The negative effects of work engagement on burnout strenghtened when employees were high on fake emotional reactions (fake acting).
Contributions: This research enhances debates on the dark side of work engagement and brings a new perspective from affect- emotion research to develop our understand as to why work engagement might not be a "good" thing.
Practical Implications: This research highlights the importance of understanding employees' emotional reactions and their emotional states when being recruited. HR departments and managers might pay particular attention to this matter.
Limitations: Data is collected from Turkey, which limits the extent of drawing general conclusions.
| Original language | English |
|---|---|
| Title of host publication | European Work and Organisational Psychology Abstract Book 2017 |
| Publisher | European Work and Organisational Psychology Conference |
| Publication status | Published - 2017 |