How to turn workplace boredom into something positive. A theoretical framework of the ‘bright sides’ of boredom
基于工作要求-资源理论，提出一个理论模型，说明在适当的资源支持下，职场无聊可以激发任务无关思考、改变任务投入等积极应对行为，为管理者提供了促进无聊正向效果的策略。
The management literature describes workplace boredom and related behaviors mostly as counterproductive. However, within the psychological literature, boredom is studied as a functional emotion, stressing a positive aspect in this unpleasant state. This article introduces this positive approach toward boredom to the management literature. Specifically, we provide a comprehensive theoretical model and testable propositions regarding how to foster the positive effects of employees' boredom in the workplace. Based on Job Demands-Resources (JD-R) theory, we argue that boredom is the result of job demands. However, in combination with the right job resources, boredom can actually lead to productive coping behaviors (i.e., task-unrelated thought, changing task engagement, and other task engagement). We identify three traditional and three boredom-specific job resources presenting managerial measures that facilitate positive outcomes of boredom. These job resources are located at the level of tasks, work organization, interpersonal and social relations, as well as the organizational level.