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Can Engagement Go Awry and Lead to Burnout? The Moderating Role of the Perceived Motivational Climate

Author

Listed:
  • Christina G. L. Nerstad

    (BI Norwegian Business School, 0442 Oslo, Norway)

  • Sut I Wong

    (BI Norwegian Business School, 0442 Oslo, Norway)

  • Astrid M. Richardsen

    (BI Norwegian Business School, 0442 Oslo, Norway)

Abstract

In this study, we propose that when employees become too engaged, they may become burnt out due to resource depletion. We further suggest that this negative outcome is contingent upon the perceived motivational psychological climate (mastery and performance climates) at work. A two-wave field study of 1081 employees revealed an inverted U-shaped relationship between work engagement and burnout. This finding suggests that employees with too much work engagement may be exposed to a higher risk of burnout. Further, a performance climate, with its emphasis on social comparison, may enhance—and a mastery climate, which focuses on growth, cooperation and effort, may mitigate the likelihood that employees become cynical towards work—an important dimension of burnout.

Suggested Citation

  • Christina G. L. Nerstad & Sut I Wong & Astrid M. Richardsen, 2019. "Can Engagement Go Awry and Lead to Burnout? The Moderating Role of the Perceived Motivational Climate," IJERPH, MDPI, vol. 16(11), pages 1-21, June.
    • Handle: RePEc:gam:jijerp:v:16:y:2019:i:11:p:1979-:d:237080
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    References listed on IDEAS

    as
    1. Vicente Pecino & Miguel A. Mañas & Pedro A. Díaz-Fúnez & José M. Aguilar-Parra & David Padilla-Góngora & Remedios López-Liria, 2019. "Organisational Climate, Role Stress, and Public Employees’ Job Satisfaction," IJERPH, MDPI, vol. 16(10), pages 1-12, May.
    2. Tahir Farid & Sadaf Iqbal & Jianhong Ma & Sandra Castro-González & Amira Khattak & Muhammad Khalil Khan, 2019. "Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice," IJERPH, MDPI, vol. 16(10), pages 1-16, May.
    3. Akihito Shimazu & Wilmar B Schaufeli & Kazumi Kubota & Kazuhiro Watanabe & Norito Kawakami, 2018. "Is too much work engagement detrimental? Linear or curvilinear effects on mental health and job performance," PLOS ONE, Public Library of Science, vol. 13(12), pages 1-17, December.
    4. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    5. Kanfer, Ruth, 2009. "Work Motivation: Identifying Use-Inspired Research Directions," Industrial and Organizational Psychology, Cambridge University Press, vol. 2(1), pages 77-93, March.
    6. Farrell, Andrew M., 2010. "Insufficient discriminant validity: A comment on Bove, Pervan, Beatty, and Shiu (2009)," Journal of Business Research, Elsevier, vol. 63(3), pages 324-327, March.
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