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This study proposes an examination of the psychometric properties of the French version of two boredom scales (i.e. the Dutch Boredom Scale and the Boredom Proneness Scale Short Version), the antecedents of boredom at work, based on an integrative theoretical framework drawing on the Job Demand-Resources model (Bakker and Demerouti, 2017) and the moderating effects of individual characteristics on the relation between contextual antecedents and boredom at work.

This study was based on a cross-sectional design with a sample of 363 Swiss workers. First, the two boredom scales were validated through a confirmatory factor analysis. Then, in order to study the relative strength of the predictors of boredom at work, a hierarchical regression model was tested. Finally, the interaction effects between individual characteristics and contextual antecedents of boredom at work were tested.

Factor analyses revealed a unidimensional structure for both instruments. Regression results showed that boredom proneness, job demands, job autonomy and social utility added a significant percentage of incremental variance to the model. Moreover, a significant interaction between contextual and individual characteristics in predicting boredom at work was observed.

Our findings stress the importance of taking into account employees' experiences at work when developing job design interventions to promote well-balanced working conditions for all, as well as targeted solutions for specific populations, in order to adequately address the issue of boredom in the workplace.

This study explores the relatively under-researched topic of boredom at work, known to be detrimental for individuals and organizations. To date, research on its antecedents has been quite fragmented and we particularly contribute to the literature by investigating this aspect.

Boredom is believed to be the common cause of workers' absenteeism, accidents, job dissatisfaction, and performance variations in manufacturing environments with repetitive jobs. Effectively measuring and possibly predicting job boredom is the key to the design and implementation of appropriate strategies to deal with such undesirable emotional state. The purpose of this paper is to present new methodologies to measure and predict human boredom at work.

Two series of mathematical formulations, linear and nonlinear, to describe the variation of human boredom at work are first presented. Given the complexity of human emotions, the authors also present a probabilistic framework based on state‐of‐the‐art Bayesian networks to model employees' boredom at work.

The proposed methods centre on the prediction and measurement of human boredom at work. They enable managers to take proactive actions to deal with human boredom at work. Examples of such actions are task rotation and job redesign.

The proposed methods are verified using a number of cases describing a set of phenomena that may occur in the real world. However, further research is required to demonstrate the validity of the models using real world data.

According to accessible literature, human boredom is being measured by self reporting scales thus far. This study describes and demonstrates analytical approaches to model human boredom at work.

Boredom at work is associated with negative consequences, therefore it is important to investigate whether employees engage in job crafting behaviors that reduce boredom and what are the individual differences associated with these behaviors. The paper aims to discuss these issues.

A questionnaire study was designed to examine the mediating role of job crafting in the relationship between conscientiousness and emotional stability and boredom among 252 employees (Study 1) and in the relationship between Machiavellianism and psychopathy and boredom among 216 employees (Study 2).

The results showed that conscientiousness is negatively related to work-related boredom. This relationship is mediated by job crafting. Neuroticism and psychopathy are positively associated with boredom at work, but these relationships are not mediated by job crafting behaviors.

The study was based on self-reported measures, which might raise questions of common-method bias, and the research samples contained mostly women and young employees, which raises questions about generalizability of our findings. At the same time, the cross-sectional design does not allow causal inferences.

Organizations can select employees based on their personality for jobs that predispose to boredom and give them enough autonomy to be able to craft them. Moreover, they can identify employees who need support to manage their boredom and include them in job crafting interventions.

Traditionally, boredom at work has been considered as resulting from characteristics of tasks and jobs. The findings indicate that some employees can make self-initiated changes to their work in order to reduce their boredom and possibly its negative consequences.

The purpose of this paper is to investigate how people cope with boredom at work, and whether differences in “boredom coping” effectiveness are associated with differences in employee well‐being, and safety behaviour.

The authors used two methods to gather information for this paper. Employees in a chemical processing organisation (n=212) completed a survey of individual boredom coping levels, self‐reported safety compliance, and a range of well‐being variables. Also, critical incident interviews with a sub‐sample of survey respondents (n=16) elicited strategies that employees use to cope with boredom at work.

High boredom‐copers reported better well‐being and greater compliance with organisational safety rules compared with low boredom‐copers. Relative to low boredom‐copers, high boredom‐copers tended to cope with boredom in ways that were more functional for themselves and the organisation.

Because the research was exploratory and cross‐sectional conclusions are necessarily tentative. However, the findings add to the scant body of knowledge about workplace boredom and serve as a useful guide to future research.

This approach offers new insights into how the negative effects of boredom might be managed in future, both individually and organisationally. Training in boredom coping skills, in conjunction with job redesign initiatives, may help to reduce the frequency and impact of boredom at work.

Boredom at work is an important yet neglected area of human resource management research. The present study is the first to examine the construct of “boredom coping” at work and to demonstrate a potential link between differences in boredom coping tendency and employee health and safety outcomes.

This study seeks to examine the effect of work-related boredom and a perceived lack of external stimulation on benevolent and entitled employees' perceived inequity and discretionary workplace behaviors.

A total of 668 useable three-wave panel data were obtained via Amazon Mechanical Turk during a three-month period. The hypothesized model was tested using a latent growth curve modeling via EQS 6.4 for Windows.

This study finds the following results. First, benevolent employees who experience higher initial work-related boredom report positive inequity. Second, entitled employees who experience higher initial work-related boredom and a perceived lack of external stimulation report negative inequity. Third, increases in work-related boredom and a perceived lack of external stimulation result in a faster increase in entitled employees' perceived negative inequity. Fourth, entitled employees who perceive higher negative inequity at the initial measurement period report higher interpersonal deviance. Finally, increases in entitled employees' perceived negative inequity result in a faster increase in interpersonal deviance.

This study highlights how employees may assess their effort and rewards when experiencing boredom. This study also offers some practical recommendations that help human resource managers manage boredom in the organization effectively.

The purpose of this paper is to explore the dimensions of boredom-coping in the workplace and develop a linear equation capable of predicting a single individual's boredom-coping capacity.

The research employs a mixed-methods approach and triangulates the identification of themes through, consultation with five industry experts, 23 individual interviews and 169 survey respondents.

A linear composite that explains 41.4 percent of the variance in boredom-coping (r=0.66, p<0.001) was developed. The model was derived from four constructs identified from primary qualitative data. These were, personality traits (i.e. conscientiousness, openness, work ethic, and extraversion), attitude to challenge, trainable abilities (i.e. practical intelligence, foresight ability, and situational awareness), and group potency.

These findings provide research implications for the study of boredom-coping at work. Common-method artifacts are a potential limitation of the conclusions drawn. However, the mixed-methods approach, independent samples at each stage, and multiple data collection sites and times, supports the integrity of the findings discussed.

The practical implications of this research includes providing strategies for human resource decisions associated with recruitment, selection, and front-line training interventions. The model indicates training may be targeted at different areas of the equation with markedly different impact and return depending on the timed nature of interventions.

The findings support the development of approaches that may help to create a more engaged, productive, and well-adjusted workforce. The translation of the findings to the “bottom-line” is also significant.

Job boredom is an amotivational state at work, where employees lack interest in their work activities and have difficulties concentrating on them. Although recent research suggests that job boredom may concern a wide range of industries, studies investigating the experience and its emergence in white-collar work are scarce. Thereby the purpose of this paper is to contextualize job boredom by exploring the experience and its preconditions in white-collar work.

This inductive, exploratory study employed data from 13 focus group interviews (n=72) in four organizations to investigate the emergence and experience of job boredom.

Three types of job boredom was found. Each type involved distinct temporal experiences: inertia, acceleration and disrupted rhythm at work. The findings suggest that different types of job boredom involve specific conditions that hamper the activation of individual capabilities and disrupt temporal experience accordingly.

Extending the conceptualization of job boredom may enable better understanding of the variety of consequences often associated with the phenomenon.

It is also important for organizations to recognize that there are different types and various preconditions of job boredom in white-collar work, as it may have a negative impact on employee well-being and performance.

The results indicate that job boredom is a more nuanced phenomenon than earlier believed. By identifying job boredom in white-collar work as an experience with various forms and respective preconditions, this study expands the understanding of the phenomenon and its emergence.

This paper studied whether boredom at home due to social isolation during the COVID-19 pandemic may motivate individuals to engage in online leisure crafting, thereby contributing to their thriving at home and career self-management. This paper aims to examine whether individuals’ growth need strength influences the impact of home boredom on online leisure crafting.

This paper performed a two-wave longitudinal study involving a group of employees from the hospitality industry (N = 340) in Mainland China. This paper evaluated home boredom, online leisure crafting and growth need strength at Time 1 and thriving at home and career self-management two months later at Time 2.

The respondents’ experience of home boredom had a time-lagged effect on their thriving at home and career self-management via online leisure crafting. Additionally, their growth need strength amplified the positive impact of home boredom on online leisure crafting.

Hospitality managers can motivate employees to engage in crafting online leisure activities at home when they experience home boredom during the outbreak of COVID-19, which may further allow them to experience thriving at home and engage in career self-management. Additionally, managers can develop managerial interventions to improve the growth need strength of employees with low growth needs, which may, in turn, render these employees less likely to tolerate home boredom, thereby increasing the positive impact of home boredom on their online leisure crafting.

This paper offer insights for the boredom literature regarding how individuals’ home boredom caused by social isolation during the COVID-19 pandemic might lead to their thriving at home through online leisure crafting. This paper also provides insights for the leisure crafting literature regarding the role of online leisure crafting in individuals’ thriving at home. This paper reveals the role of growth need strength in the impact of home boredom on thriving at home through online leisure crafting.

Employee boredom is of concern to organizations because of its impact on employees’ quality of work life and productivity. This study aims to test the regulation of workplace boredom through meaning in life by workplace heroes to contribute to theory by examining the relationships between the variables and to practice by uncovering the potential of workplace heroes in alleviating state boredom.

Using online surveys and structured interviews for a mixed-method study, data were collected for state boredom, meaning in life and hero affirmation at work for a quantitative study, and data from the open-ended questions provided further insights regarding hero affirmation at work for a qualitative study.

Spearman rank-order correlations concluded correlations between state boredom and meaning in life. However, unlike personal heroes that influence meaning in life, workplace heroes were found not to. The qualitative analysis revealed three prime differences between workplace and personal heroes: proximity, symbolic representation of ideologies and qualities admired in the heroes. These reasons entailed that state boredom was not regulated by workplace heroes.

The model of Coughlan et al. (2019) explored trait boredom regulation through meaning in life by personal heroes. This study tested for the regulation of state boredom through meaning in life by workplace heroes; thus, contributing to theory through a nuanced model with enhanced usefulness in practice. The study also further dissects the concept of heroes by uncovering differences between workplace and personal heroes that perpetrated the differences in the findings.

The purpose of this paper is to examine cross-level effects of team-level servant leadership on job boredom and the mediating role of job crafting. Cross-level moderating effects of team-level servant leadership were also investigated.

This longitudinal study employed a multilevel design in a sample of 237 employees, clustered into 47 teams. Servant leadership was aggregated to the team-level to examine the effects of shared perceptions of leadership at T1 on individual-level outcome, namely job boredom, at T2. In addition, mediation analysis was used to test whether team-level servant leadership at T1 can protect followers from job boredom at T2 by fostering job crafting at T2. Cross-level moderating effects of team-level servant leadership at T1 on the relation between job crafting at T2 and job boredom at T2 were also modeled.

Job crafting at T2 mediated the cross-level effect of team-level servant leadership at T1 on job boredom at T2.

The findings suggest that team-level servant leadership predicts less job boredom by boosting job crafting.

This study is the first to assess the effects of servant leadership on job boredom and the mediating role of job crafting. This paper examines job boredom in a multilevel design, thus extending knowledge on its contextual components.