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12 Burnout, Boredom and Engagement in the Workplace Wilmar b. SChaufeli aND mariSa SalaNova Chapter Objectives After studying this chapter, you should be able to: • define and assess job burnout, boredom at work and work engagement; • differentiate between ‘good’ and ‘bad’ ways of working hard; • identify the main drivers of engagement as well as the causes of burnout and boredom; • identify the major consequences of burnout, boredom and engagement; • understand the psychological mechanisms that are involved in employee affective well-being. This chapter is about how employees feel at work. In other words, it is concerned with their psychological well-being, which can be either negative or positive. For instance, employees may feel worn out, cynical or bored, or in contrast, they may feel enthused and full of pep. The way employees feel has not only to do with ‘who they are’ – i.e. their personality – but also with ‘where they are’ – i.e. in their jobs. In essence, employee well-being results from the interaction between person and (work) environment. It depends on the interplay of person-related factors such as temperament and past experiences, and job-related factors such as job characteristics and interpersonal relations at work. More particularly, this chapter An Introduction to Contemporary Work Psychology, First Edition. Edited by Maria C. W. Peeters, Jan de Jonge and Toon W. Taris. © 2014 John Wiley Sons, Ltd. Published 2014 by John Wiley Sons, Ltd. 294 SChaufeli aND SalaNova focuses on job burnout, boredom at work and work engagement. After a brief historical overview (Section 12.1), these three types of employee well-being are described in greater detail (Section 12.2) and a taxonomy is presented that allows