Work-related boredom, felt deprivation and employee dissatisfaction: is being closer to the leader a bane?

Abstract

Purpose

Job dissatisfaction is a prevalent, yet understudied phenomenon. This study aims to examine the determinants of job dissatisfaction among information technology (IT) professionals. Based on the relative deprivation theory and the social exchange theory, this study examines the complex linkage between work-related boredom, felt deprivation, leader–member exchange and job dissatisfaction.

Design/methodology/approach

The questionnaire-based survey data were collected from IT professionals working in Bangalore, India. Regression with process macro was used for data analysis.

Findings

This study found the predictors of job dissatisfaction and felt deprivation. It also found the path through which work-related boredom impacts job dissatisfaction (through felt deprivation). Furthermore, it found that the direct effect of boredom on felt deprivation is greater for employees in close relationships with the leader.

Research limitations/implications

Job dissatisfaction is one of the critical factors that has several adverse consequences for individuals and the organization. This study provides the antecedents, explains the path and suggests a boundary condition leading to job dissatisfaction. It further highlights the adverse consequences of work-related boredom on felt deprivation for employees having strong leader–member exchange relationships.

Originality/value

This study contributes to the literature on job dissatisfaction, boredom, felt deprivation and leader–member exchange in the IT sector in an emerging economy. To the best of the author’s knowledge, this is one of the early studies that explain the mechanism and the conditions leading to felt deprivation and job dissatisfaction.

Citation

Mishra, S. (2024), "Work-related boredom, felt deprivation and employee dissatisfaction: is being closer to the leader a bane?", Journal of Indian Business Research, Vol. 16 No. 3, pp. 375-389. https://doi.org/10.1108/JIBR-04-2024-0103