The role of partners for employees' psychological detachment from work and well-being

2012 ◽  
Author(s):  
Verena C. Hahn ◽  
Christian Dormann
Keyword(s):  
Well Being ◽  
Psychological Detachment ◽  
Psychological Detachment From Work

scholarly journals A randomized controlled trial to improve psychological detachment from work and well-being among employees: a study protocol comparing online CBT-based and mindfulness interventions

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Sara Tement ◽  
Saša Zorjan ◽  
Meta Lavrič ◽  
Vita Poštuvan ◽  
Nejc Plohl
Keyword(s):  
Well Being ◽  
Control Group ◽  
Full Time ◽  
Online Interventions ◽  
Waitlist Control ◽  
Work Related ◽  
Psychological Detachment ◽  
Wide Range ◽  
Waitlist Control Group ◽  
Psychological Detachment From Work

Abstract Background The changing landscape of the work environment, which often encompasses expectations of employees being continuously available, makes it difficult to disengage from work and recover. This can have a negative impact on employees’ well-being, resulting in burnout, depression and anxiety, among other difficulties. The current study will test the effectiveness of two different online interventions (i.e., cognitive behavioral therapy; CBT and mindfulness-based stress reduction; MBSR) on employees’ psychological detachment, burnout and other variables related to general (e.g., life satisfaction) and work-specific (e.g., work engagement) well-being. Methods/design The study is designed as a randomized control trial with two intervention groups (i.e., CBT, MBSR) and a waitlist control group. Participants will be full-time employees from a wide range of organizations from Slovenia, who report moderate difficulties with psychological detachment from work and burnout and are not receiving any other form of treatment. The online interventions will encompass 12 sessions over 6 weeks (2 sessions per week); each session will include 1) an active audio-guided session and 2) home assignments, accompanied by handouts and worksheets. The study outcomes (i.e., psychological detachment, burnout, general and work-specific well-being), potential mechanisms (i.e., work-related maladaptive thinking patterns, mindfulness) and moderators (e.g., supervisor support for recovery) will be assessed immediately before and after the interventions (pre and post measurement) and 3 months after intervention completion (follow-up). Additionally, participants will fill out questionnaires for the assessment of the central mechanisms and study outcomes each week. Discussion We expect that the CBT-based intervention will lead to greater improvements in psychological detachment from work and burnout compared to the MBSR and the waitlist control group. Additionally, we expect that the CBT-based intervention will also lead to greater enhancement of both general and work-related well-being. Trial registration https://doi.org/10.1186/ISRCTN98347361 [May 19, 2020].

scholarly journals Psychological Detachment from Work during Nonwork Time and Employee Well-Being: The Role of Leader’s Detachment

2019 ◽  
Vol 22 ◽  
Author(s):  
Sabine Sonnentag ◽  
Caterina Schiffner
Keyword(s):  
Organizational Context ◽  
Leadership Behavior ◽  
Well Being ◽  
Self Report ◽  
Need For Recovery ◽  
Psychological Detachment ◽  
Recovery Processes ◽  
Member Exchange ◽  
Self Report Data ◽  
Psychological Detachment From Work

AbstractResearch has shown that psychological detachment from work during nonwork time is an important recovery experience and is crucial for employee well-being. Integrating research on job-stress recovery with research on leadership and employee mental health and well-being, this study examines how a leader’s psychological detachment from work during nonwork time directly relates to subordinate psychological detachment from work and indirectly to employee exhaustion and need for recovery. Based on self-report data from 137 employees and their supervisors, this study revealed that leader psychological detachment was related to subordinate psychological detachment and that leader psychological detachment was indirectly related to low subordinate exhaustion and low subordinate need for recovery, also when controlling for negative affectivity and leader-member-exchange. Overall, this study demonstrates that leaders might have an impact on subordinate strain symptoms not only via leadership behavior at work but also via detachment processes during leisure time. These findings suggest that employee recovery processes might not only be regarded as an individual phenomenon, but could be seen as embedded in the larger organizational context.

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