Investigating the Effects of Work Intensification, Illegitimate Tasks and Psychological Detachment from Work on Work–Family Conflict

Abstract

Technological advancements and organizational restructuring have been linked to increased work intensification through longer workdays, increased responsibility, and increased pressure to meet high standards. Work intensification can have several negative effects such as the increase in work–family conflict. Moreover, due to the demands related to work intensification, workers can be asked to perform illegitimate tasks. Since illegitimate tasks at work may be viewed by the worker as a waste of time and resources, illegitimate tasks can have a detrimental effect on workers’ morale and can impact the psychological detachment from work. The aim of the present study was to analyze the role of work intensification on work–family conflict, testing whether this relation is mediated by illegitimate tasks and psychological detachment from work. Participants (N = 480) were workers who filled out an online questionnaire that was disseminated using social media. The findings suggested that work intensification affected work–family conflict, and this relationship functioned through the two sequential mediators: illegitimate tasks and psychological detachment from work. Although past research has claimed that work intensification impacts work–family conflict, results showed that illegitimate tasks and psychological detachment from work play a critical role in this process. Practical contributions, limitations of this study and future research directions are discussed.

1. Introduction

Technology advancements and organizational restructuring have been linked to increased work hours, increased responsibility, and increased pressure to meet challenging goals, contributing to the phenomena of work intensification (WI). Work intensification (WI) drives workers to continuously increase their effort to do more tasks in less time, often with less resources (Kubicek et al., 2015). As such, WI can increase stress and pressure on workers (Kubicek et al., 2015), potentially leading to role conflicts (Kubicek & Tement, 2016; Andrade & Neves, 2024). When tension that results from one’s obligations to and expectations of their work conflicts with their capacity to meet their family or personal obligations, work–family conflict (WFC) occurs. High levels of work–family conflict have been linked to several negative effects such as burnout, emotional exhaustion, and depressive symptoms, all of which can also negatively impact an individual’s productivity and general well-being (Allen et al., 2000). Long-term work–family conflict has also been associated with poorer life satisfaction, health, and detrimental effects on family dynamics and children (Frone et al., 1997; Michel et al., 2011). Since WI is characterized by an increase in workloads and job demands (Kubicek et al., 2015) there is potential to be linked to the perception of performing illegitimate tasks (ITs). ITs are tasks that are perceived as unnecessary or outside workers’ role expectations and could be considered unnecessary or unreasonable duties that are not required for the individual to perform their work properly, or they could be tasks that are not directly related to the organization’s primary goal (Semmer et al., 2007). Since illegitimate tasks are perceived by the worker as tasks that are a waste of time and resources, illegitimate tasks can make workers feel undervalued and unappreciated, and this can impair their professional self-esteem (Semmer et al., 2007). Albeit sparse, empirical evidence supports this reasoning that ITs can create individual tensions that can negatively impact work–family conflict (Andrade & Neves, 2024). Moreover, since WI is characterized by increased job demands and workload, this negatively impacts workers’ ability to psychologically detach from work during non-working hours can occur. According to Sonnentag and Fritz (2007), psychological detachment from work is the ability to mentally disconnect from work during non-work hours and it is crucial for the recovery and well-being of the worker. When job demands are high, employees often continue thinking about work-related issues, leading to difficulties in mentally disengaging from work (Sonnentag & Fritz, 2007). Research suggests that work intensification increases stress and cognitive preoccupation with work, making it harder for workers to relax and recover, ultimately leading to higher levels of burnout and decreased overall well-being (Demerouti et al., 2009). Additionally, IT which are perceived as unnecessary or unreasonable work demands, can also hinder workers’ ability to psychologically detach from work, leading to, among others, impaired work–life balance (Kinnunen et al., 2011). To date, existing literature has primarily focused on the effects of work intensification with less scholarly exploration of the impact on work–family conflict, considering the potential of intervening variables from the work and individual context. This study aims to explore further the relation between the WI and WFC considering the potential mediating effects of illegitimate tasks and psychological detachment from work. This research is expected to contribute to both research and practice by addressing gaps in the literature on the effects of work intensification and work–family conflict. Exploring the role of illegitimate tasks and their relationship with psychological detachment from work in shaping the experiences of the work–family workplace provides nuanced insights that highlight the broader implications and theoretical understanding of work–family workplace-related dimensions.

2. Theoretical Background

2.1. Work Intensification and Work–Family Conflict

Work intensification (WI) is a multifaceted phenomenon with various sub-dimensions that occurs as a result of significant organizational and societal developments. Kubicek et al. (2015) defined work intensification as a growth in the pace and volume of work without resources such as time, personal abilities, or even resources to keep up with the new pace. The IJD model (Integrated Job Demands model) by Kubicek et al. (2015) expands on the Job Demands-Resources (JD-R) model, proposing a refined perspective on job demands by considering the existence of challenge demands (which promote learning and motivation), hindrance demands (which obstruct goal achievement and cause stress), and illegitimate demands (which are perceived as unreasonable or unfair). The model emphasizes how these different job demands can impact workers’ well-being, job performance, and motivation in a different way, offering a broader framework for understanding the complex effects of workplace stressors on workers. In line with IJD model (Kubicek et al., 2015), it is suggested that there are areas where job demands are increasing in intensity: either qualitatively, meaning that workers are expected to put more mental effort into their work, or quantitatively, meaning that they are expected to work faster or more effectively. The causes of work intensification are complex, with technological developments as one of the primary drivers, since new technologies are often implemented to enhance efficiency, but they can also increase expectations on workers to accomplish more within the same timeframes (Kubicek et al., 2015). These technologies, such as email, instant messaging, and project management applications, have been proven to break the traditional work boundaries of the standard working hours (Prem et al., 2018). Additionally, organizations that are struggling financially may use cost-cutting measures like laying off workers while asking the remaining personnel to take on more responsibility (Prem et al., 2018). Research by Prem et al. (2018) explored the causes and implications of WI, identifying the prevalence of several factors related with WI, such as the increased adoption of new information and communication technologies, changes in the organizational structure, and the adoption of efficiency-focused management techniques. WI may have detrimental effects on workers, including increased stress, burnout, and issues with physical and mental health (Kubicek et al., 2015). Because overworked workers are more likely to suffer from lower productivity, absenteeism, and higher turnover rates, WI not only lowers workers’ well-being but also has an impact on organizational performance (Prem et al., 2018). As Kubicek et al. (2015) and Prem et al., (2018) highlight, while intensified work expectations may produce short-term gains, the long-term consequences can negatively affect productivity and workers’ well-being in several areas of their lives. Because work and family life domains are closely related in day-to-day living (Kubicek & Tement, 2016), the acceleration of living mirrored in WI (e.g., accelerated work pace), with WI further accelerating life, potentially sustains a self-reinforcing cycle of acceleration in various areas of life (Kubicek et al., 2015). In fact, the interplay between work and family has been extensively researched over the last three decades, and it is widely acknowledged that combining multiple roles generates role strain and role conflicts (Perry-Jenkins & Gerstel, 2020). Work and family conflict (WFC) is one of the most studied constructs that captures the tension that occurs when the demands of work and family life collide, making it difficult for an individual to manage their work and family commitments (Greenhaus & Beutell, 1985). This conflict can appear in a variety of ways, including feeling torn between work and family obligations, trying to manage time effectively, feeling guilty for ignoring family or work responsibilities, experiencing high levels of stress and burnout, and suffering tensions in personal relationships (Byron, 2005; Frone et al., 1992). Research on the negative effects of work–family conflict include impacts on an individual’s life and family satisfaction, stress levels, and health issues, as well as on the organization (e.g., lower levels of job satisfaction, lower levels of organizational commitment and citizenship behaviors, higher levels of burnout, intent to leave) (Amstad et al., 2011; Kossek et al., 2011). Hence, on the strength of prior evidence, we formulated the following hypothesis:

Hypothesis 1 (H1).

WI is negatively related to WFC.

2.2. Mediating Role of Illegitimate Tasks and Psychological Detachment from Work

Illegitimate tasks (ITs) (Semmer et al., 2015) are tasks formally assigned to workers, but which they consider do not fit into their professional expectations (Katz & Kahn, 1966/1978; Semmer et al., 2007), and therefore they can be interpreted as an offense to the self (Semmer et al., 2007). A distinction is made between unnecessary tasks and unreasonable tasks. Unnecessary tasks are tasks that should never be carried out, and that only exist either because the work is poorly organized or because someone determined it to be so. Unreasonable tasks are tasks that are perceived as disconcerting or unfair requests because they do not fit professional obligations or place the worker in an uncomfortable and difficult situation, and, in this context, are felt as a threat to their professional identity and self-esteem (Semmer et al., 2007). From the psychological point of view illegitimate tasks have been studied and understood in the context of the SOS theory that assumes that maintaining a positive self-image is a basic need, and any threat to self-esteem causes strain (Semmer et al., 2007). Thus, the perception of the legitimacy and meaningfulness of tasks is dependent on the context. It should be noted that a task is not considered illegitimate if the worker completes it on his own initiative, that is, illegitimacy is not a feature of task itself, but rather an attribute that is conferred to the task by the worker in a specific context. Thus, the assignment of tasks perceived by workers as illegitimate is viewed as disrespectful, creating tension and an offense to the professional self (Semmer et al., 2007). At the individual level, research has identified a relationship between ITs, stress and psychological tension (Björk et al., 2013; Semmer et al., 2015), anger (Zhou et al., 2020), resentment (Semmer et al., 2015) and work–family conflict (Andrade & Neves, 2024) and negative relationship with job satisfaction and performance (Björk et al., 2013). Because the intensification of work can have implications on carrying out more tasks that can be felt by the workers as unreasonable or unnecessary, and considering its’ effects on workers, we formulate the following hypothesis:

Hypothesis 2 (H2).

The relationship between WI and WFC would be mediated by ITs.

Moreover, research argues in favor of the importance of recovering from work stressors for individual well-being (Sonnentag et al., 2012; Sonnentag et al., 2017; Gaudiino & Di Stefano, 2023). One of the mechanisms for adapting the individual to different work demands was presented by Sonnentag and Fritz (2007) that, based on the theory of Conservation of Resources (Hobfoll, 2001), suggested that the consumed resources during work can be replaced in the post-work period. With this assumption, Sonnentag and Fritz (2007) proposed the concept of recovery experiences, in which the individual is an active agent in this process, with psychological detachment (PDW) being identified as a crucial mechanism to recover from work. Previously, Etzion et al. (1998) identified that psychological detachment is the state in which a person feels detached from their work and disengages from work-related tasks and thoughts. Thus, psychological detachment is a psychological experience of “disconnecting”, that is, moving away from the concerns and tasks of the work context. Several studies document the importance of psychological detachment from work, highlighting its relationship with higher levels of well-being (Sonnentag & Fritz, 2007; Sonnentag et al., 2017) and its negative relationship with work–family conflict (Demsky et al., 2014). Based on the evidence from the research in the field, we postulate that:

Hypothesis 3 (H3).

The relationship between WI and WFC would be mediated by PDW.

Furthermore, work intensification can stem from various factors (Prem et al., 2018), often requiring employees to take on tasks perceived as illegitimate. In line with Semmer et al. (2015), illegitimate tasks are those that lie outside an employee’s formal job description or exceed their expertise, but are nevertheless assigned by supervisors or colleagues. Such tasks create additional demands on employees’ time and energy, thereby increasing the likelihood of work–family conflict (Michel et al., 2011). Illegitimate tasks can deplete personal resources and reduce motivation; it can negatively affect employees’ psychological detachment from work, which can also impact work–family conflict. Based on this reasoning, we propose the following hypothesis:

Hypothesis 4 (H4).

Work intensification affects work–family conflict through illegitimate tasks and psychological detachment from work.

In summary, this research explores the direct negative influence of work intensification on work–family conflict and the indirect mechanisms underlying this influence, namely, the mediating role of illegitimate tasks and psychological detachment from work. The research model is shown in Figure 1.

3. Material and Methods

This study was conducted with a non-probabilistic sample consisting of professionals from different economic sectors. The response rate in snowball sampling can vary significantly, often depending on the initial contacts’ willingness to participate. To participate in the study, having a regular professional occupation was set as a mandatory criterion. Participation was anonymous, and all individuals provided their informed consent to participate in the study. Informed consent was mandatory to start the questionnaire. Contact details for questions and further information regarding the research were provided. The study was approved by the Ethics Committee of the Polytechnic Coimbra (N°25_CEIPC_2022). The sample comprised 473 respondents currently working in various occupations, with 74.2% female participants. On average, workers were 43.69 (SD = 11.40) years old, and 41.8% have children below 18 years old. Regarding education, 65.7% had a bachelor/university degree. From the total sample, 18.2% reported having a leadership position, with 61% working on a fixed schedule.

3.1. Instruments

Work intensification was measured using 17 items from the adapted version of Intensification of Job Demands Scale (IDS) developed by Kubicek et al. (2015), that was translated into Portuguese and back-translated. Respondents were asked to agree or disagree with each item (1 = strongly disagree and 5 = strongly agree). The internal consistency for the total scale was α = 0.85. A sample item is “In the last five years, it is increasingly rare to have enough time for work tasks.”

Psychological detachment from work was measured by the Recovery Experience Questionnaire (REQ; Sonnentag & Fritz, 2007). The scale comprises 4 items and respondents were asked to agree or disagree with each item (1 = strongly disagree and 5 = strongly agree). The internal consistency for the total scale was α = 0.91.

Illegitimate tasks were measured using the Portuguese version of Bern Illegitimate Tasks scale by Neves et al. (2023). The scale comprises eight items and respondents were asked how often they needed to perform certain tasks, rated on a five-point scale (1 = never and 5 = very often). A sample item “Do you have work tasks to take care of, which you believe are going too far, and should not be expected from you”. The internal consistency for the total scale was α = 0.92.

Work–family conflict was measured using 6 items capturing the time and strain experienced by study participants adapted from Matthews et al. (2010), that was translated into Portuguese and back-translated. Respondents were asked to agree or disagree with each item (1 = strongly disagree and 5 = strongly agree). A sample item was “I have to miss family activities due to the amount of time I must spend on work responsibilities”. The internal consistency for work–family conflict (time) was α = 0.95 (three items), and for work–family conflict (strain) α = 0.92 (three items).

3.2. Data Analysis

To assess common method bias, Harman’s single-factor test was conducted using SPSS 25.0. The same software was also employed to examine multicollinearity and compute Pearson correlation coefficients. Hypothesis testing was carried out using the PROCESS macro for SPSS (Model 6) with 5000 bootstrap resamples (Hayes, 2012).

4. Results

4.1. Multicollinearity Test and Common-Method Bias Test

Given that all scale data were obtained from a single source, there was a possibility of common method variance. To assess this, Harman’s one-factor test was conducted. An exploratory factor analysis was performed with all variables entered, restricting the extraction to a single factor. The unrotated solution showed that this single factor accounted for only 30% of the total variance, suggesting that common method variance is not a significant concern in this study (Podsakoff et al., 2003).

4.2. Correlations Between Variables

As showed in

Table 1. Means and standard deviations and intercorrelations.

Variables	M	SD	1	2	3
1. Work intensification	3.83	1.45	-
2. Work–family conflict	3.40	1.11	−0.38 *	-
3. Illegitimate tasks	3.83	1.25	0.45 **	−0.31 *	-
4. Psych. detachment from work	2.98	1.11	−0.58 **	−0.41 *	0.56 **

* p < 0.05, ** p < 0.01.

Pearson’s correlation coefficients were calculated and positive correlations between work intensification, illegitimate tasks, and work–family conflict, and significant negative correlations between work intensification, illegitimate tasks, psychological detachment from work, and work–family conflict were found allowing us to fulfill the requirements for hypothesis testing.

Reliability coefficients, means, and standard deviations for all the variables in the study are depicted in Table 1.

4.3. Hypothesis Testing

PROCESS macro (Model 6) for SPSS (Hayes, 2012) was used, and the effects were estimated with 5000 bias-corrected bootstrap samples allowing us to assess direct and indirect effects of variables in a way that maximizes power and is robust against non-normality. The indirect effect represents the impact of the mediator variable(s) on the original relation (e.g., the relation of the independent variable on the outcome). A serial mediation model was constructed with work intensification as the independent variable, work–family conflict as the dependent variable, and illegitimate tasks mediating variable 1 and psychological detachment from work mediating variable 2, respectively. In our study, we tested a theoretical model (see Figure 1) proposing that work intensification negatively affects work–family conflict (H1).

Table 2. Regression coefficients, standard errors, model summary information, and indirect effects for the serial mediator model.

	Illegitimate Tasks		Psychological Detachment from Work		Work–Family Conflict
Total effects	B	SE	B	SE	B	SE
Constant					3.81 **	0.21
Gender *
Work Intensification					−0.15 *	0.02
					F(4,469) = 9.21; p < 0.001; R2 = 0.11
Constant	3.19 **	0.41	3.52 **	0.23	3.15 **	0.26
Work intensification	0.82 ***		−0.53 *		0.07
Illegitimate tasks			−0.42 **		0.67
Work–family conflict			−0.53 **
Gender
	F(4,469) = 13.33; p < 0.001; R2 = 0.18		F(4,469) = 16.21; p < 0.001; R2 = 0.23		F(4,469) = 22.45; p < 0.001; R2 = 0.25
Indirect effects
	Effect		Boot LLCI		Boot ULCI
Total	0.15		0.08		0.19
WI → IT → PDW	0.18		0.07		0.11
WI → PDW → WFC	0.11		0.06		0.08
WI → IT → PDW → WFC	0.14		0.04		0.07

* p < 0.05; ** p < 0.01; *** p < 0.001; 1 gender: 1 = male, 2 = female; 2: WI = work intensification; IT = illegitimate tasks; WFC = work–family conflict; PDW = psychological detachment from work.

presents the results for Model 6 obtained through sequential mediation analysis. The direct effect (without the effect of mediators) was found to be significant (β = −0.12, t = −0.364, p = 0.002), which means H1 was confirmed. Furthermore, it was hypothesized (H2) that work intensification would be positively related to illegitimate tasks, which in turn would be related to work–family conflict. Our data confirms H2. Work intensification significantly and positively predicted illegitimate tasks (β = 81, 95% _{CI95% confidence level} [0.05, 0.21]), which in turn had an effect on work–family conflict (β = 0.63, 95% _{CI95% confidence level} [0.06, 0.19]). This means that work intensification can influence work–family conflict if illegitimate tasks are carried out. We further hypothesized (H3) that psychological detachment from work mediates the relationship between work intensification and work–family conflict, and our hypothesis was confirmed. Work intensification has a direct and negative effect on psychological detachment from work (β = −0.53, 95% _{CI95% confidence level} [0.06, 0.32]), and psychological detachment from work also a direct effect on work–family conflict (β = −0.45, 95% _{CI95% confidence level} [0.09, 0.31]). This means that work intensification can impact work–family conflict by decreasing psychological detachment from work. We also find that illegitimate tasks have a negative effect on psychological detachment from work (β = −0.42, 95% _{CI95% confidence level} [0.03, 0.13]) and that both illegitimate tasks and psychological detachment from work mediate the relationship between work intensification and work–family conflict. These results supported Hypotheses 3 and 4 of the model. In sum, we confirmed that the relationship between work intensification and work–family conflict is sequentially mediated by illegitimate tasks and psychological detachment from work. The findings suggest that work intensification can have a negative impact on work–family conflict, if workers perform illegitimate tasks, or experience a low psychological detachment from work or both in sequence. Our results highlight the importance of both, illegitimate tasks and psychological detachment from work, as mediators in the relationship between work intensification and work–family conflict.

5. Discussion

This study investigates the relationship between WI and WFC and the mediating effects of illegitimate tasks and psychological detachment from work on this relationship. Our data shows that WI has an indirect effect on WFC through illegitimate tasks. Additionally, WI has a negative indirect effect on work–family conflict through psychological detachment from work. Finally, the relationship between WI and WFC is serially mediated by illegitimate tasks and psychological detachment from work. Workers who experience work intensification are more likely to report that they are performing illegitimate tasks, which further decrease their psychological detachment from work, subsequently, increasing their work–family conflict. In this study, in line with Kubicek et al. (2015), we consider that work intensification refers to the fact that the amount of effort a worker needs to invest during the working day increases. It should be noted that the intensification of work does not necessarily translate into work–family conflict, but it creates workload (Kubicek et al., 2015) that ultimately can create the conditions for work–family conflict to occur. Because we use a measure that assesses individual perceptions (workers’ perceptions) of work intensification, it reflects the demands associated with individual work, rather than the organizational factors in general. Our results also suggest that, in line with IJD model (Integrated Job Demands model) by Kubicek et al. (2015), work intensification generates hindrance demands (which obstruct goal achievement and cause stress), and illegitimate demands (which are perceived as unnecessary, unreasonable or unfair). So, in our model, what is relevant for decreasing WFC is either the nature of the tasks or the intensity of the tension caused by it, highlighting the importance of illegitimate tasks and psychological detachment in the rise of WFC. Work intensification may be caused by differences in raising the pace and volume of work, according to Kubicek et al. (2015). Research on the theory of Conservation of Resources (Hobfoll, 2001) has explored how the loss of resources impacts individuals creating tension that can impair one’s ability to detach from work. Our results seem to imply that it is not the increase in work itself or the pressure of time that influences WFC, but the nature of the tasks that are carried out, as well as the individual strain they create, that interferes with family life. Thus, some considerations should be noted. First, illegitimate tasks have been studied and understood in the context of the SOS theory, which is based on a widely accepted assumption that maintaining a positive self-image is a basic need, and any threat to self-esteem elicits strain (Semmer et al., 2007). Thus, the performance of illegitimate tasks can trigger feelings of disrespect and offense to professional identity and threat to self-esteem (Eatough et al., 2016). Being assigned with illegitimate tasks may, on one end, send self-threatening messages to workers that they are not being valued and respected (Kottwitz et al., 2019) and, at the same time, they may not be able to carry out tasks within their professional scope and not bring a sense of achievement or fulfillment. They would perceive illegitimate tasks as less meaningful because they are not part of their core tasks and wasting time with these tasks may hamper the meaning of work (Mäkikangas et al., 2010). Secondly, experiencing illegitimate tasks keeps workers constantly thinking about those tasks and creates negative experiences after the workday. Because those illegitimate tasks are performed in a WI context, workers may need to invest extra time in dealing with these tasks even after work hours. The extra time and effort involved may deplete personal resources. This, together with the assumption made by SOS Theory (Semmer et al., 2007) leads us to postulate that illegitimate task experiences can be interpreted as personal disrespect that can cause strain. This, in line with JD-R theory, can generate health problems such as anxiety, depression, irritability, emotional exhaustion, and burnout (Eatough et al., 2016; Semmer et al., 2015) with implications for levels of work–family conflict

6. Conclusions

Overall, our study provides support for the importance of considering work intensification and their relations with illegitimate tasks and psychological detachment from work when workers’ work–family conflict is addressed. These findings have implications for the development of interventions that aim to properly diagnose whether work intensification is creating the need to perform tasks that are considered illegitimate by workers. It is also important to consider when analyzing workplace factors related to work–family conflict that the roles of illegitimate tasks and psychological detachment from work should be considered to identify resources that workers need. Even though the sample size is appropriate to test the sequential mediation model there are limitations that are worth noting. The sample is gender-unbalanced, more than half of the participants have completed a high degree diploma, and there is a wide range of age of the participants, and they are diverse in terms of occupations. The lack of information about tenure, if they have a managerial role, and type of organization they work for recommends caution in the interpretation of the results. Thus, understanding more about professional occupation and background would improve the understanding of the research findings. The reliance on snowball sampling, while advantageous for reaching participants who might otherwise be difficult to access, introduces inherent biases. Because recruitment occurs within social networks, the sample is likely to reflect shared characteristics, attitudes, or experiences, thereby reducing heterogeneity. This limitation restricts the representativeness of the data and constrains the extent to which the findings can be generalized to broader populations. Future research would benefit from employing probability-based sampling techniques or integrating multiple recruitment strategies to strengthen both the diversity and external validity of the findings Despite the limitations results of the present study can raise awareness to organizations to foster resources to support workers to mitigate the negative effects of work intensification promoting better ways to promote a culture of support that acts in favor of the reduction in WFC.

7. Practical and Theoretical Implications

Despite the study’s limitations, the findings provide relevant implications. Theoretically, this study highlights illegitimate tasks as a mechanism linking work intensification to work–family conflict, extending the Stress-as-Offense-to-Self framework (Semmer et al., 2007). The role of psychological detachment reinforces the Effort-Recovery Model (Meijman & Mulder, 1998) and expands traditional models of work–family conflict beyond time and workload factors. However, future research should examine contextual factors such as gender, occupation, and organizational type, which may shape these relationships. Concerning practical implications, organizations should assess whether work intensification results in illegitimate tasks and, when necessary, redesign jobs so that employees view their responsibilities as appropriate and meaningful (Semmer et al., 2015). To mitigate the negative effects of work intensification and work–family conflict, organizations can take several steps, including providing adequate training and resources, involving workers in decision-making processes, providing opportunities for meaningful work and recognizing the importance of a work–family balance and creating a positive organizational culture that values worker participation. Organizations should also actively foster psychological detachment from work by encouraging recovery opportunities, limiting after-hours communication, and creating flexible work arrangements (Sonnentag & Fritz, 2007). Finally, cultivating a supportive organizational culture that values work–family balance and recognizes employee contributions can act as a protective factor against the detrimental effects of work intensification (Prem et al., 2018).