Energy or Pressure? Exploring When and How Leader-Initiated Work-Embedded Play Affects Employees

Le résumé fourni par la source

Despite the hype surrounding work-embedded play, the prevailing conclusion that leader-initiated work-embedded play (LWP) is uniformly beneficial for employees has been challenged. Drawing on attribution theory and the job demands-resources model, we identify both the beneficial and detrimental effects of LWP and propose that these effects depend on how employees make attributions: when employees make a well-being attribution of LWP, LWP is positively associated with employees’ energy, which in turn contributes to well-being and work effort; however, when making a performance attribution, employees tend to experience performance pressure following LWP, increasing work effort but decreasing well-being. Our hypotheses were supported in both a field study and an experiment. Overall, this research contributes to the work-embedded play literature by revealing the positive and negative effects of LWP as well as the boundary conditions of employee attributions.

Ce résumé expose les affirmations des auteurs. BNTIC ne l’interprète pas comme une validation indépendante des résultats.