When the job is boring: the role of boredom in organizational contexts.

OBJECTIVE

The present study investigates the role of boredom within the Job Demands-Resources model. Although empirical evidence suggests that the incidence of boredom at work is widespread, the study of job boredom remains neglected today.

PARTICIPANTS

Data were collected from 269 mass-retail workers, by means of structured face-to-face interviews.

METHODS

Results of multiple mediation analyses partially supported our hypotheses.

RESULTS

Boredom mediates the relationship between transformational leadership, low learning opportunities and general dysphoria, while work engagement mediates the relationship between transformational leadership, low learning opportunities and job satisfaction as well as general dysphoria.

CONCLUSIONS

Taken together, our results confirm the suitability of conceptualizing boredom within the JD-R model and contribute to the ongoing conceptualization of both the boredom literature and the JD-R literature.