New research indicates that employees assigned tasks they perceive as pointless or outside their job description often experience mental disengagement and burnout. A study conducted by researchers at Charles Darwin University and Hainan University found that such assignments, termed “illegitimate tasks,” can lead to a cycle of negative thoughts after work, impacting employee behavior and well-being on subsequent days. The study’s findings highlight a critical link between the nature of assigned work, after-hours rumination, and workplace productivity, showing how seemingly minor frustrations can escalate into significant organizational challenges.
The research uncovers two primary but divergent paths employees take in response to these tasks: mentally checking out through non-work-related internet use, or proactively reshaping their roles to find more meaning. This bifurcation depends significantly on an individual’s resilience and mindset. For employers, the study underscores the importance of thoughtful task delegation and fostering a supportive environment that helps employees manage and reframe frustrating work assignments, thereby mitigating the risks of burnout and disengagement. The paper, published in the Journal of Occupational and Organizational Psychology, provides a nuanced look at how employees’ cognitive and behavioral responses to daily work stressors are formed and what organizations can do to intervene effectively.
Defining and Understanding Illegitimate Tasks
The core of the research revolves around the concept of “illegitimate tasks,” or “i-tasks,” which are duties that employees feel are not a legitimate part of their job. These tasks fall into two main categories: unreasonable tasks, which are outside an employee’s defined role, and unnecessary tasks, which appear pointless or could be done more efficiently. Examples include asking a highly skilled professional, like a software engineer, to organize an office party, or requiring a nurse to handle maintenance requests—jobs that do not align with their expertise or responsibilities. According to lead author Associate Professor Zhao Lijing of Hainan University, these assignments are detrimental because they undermine an employee’s sense of professional identity and value within the organization. When employees are forced to spend time and energy on tasks they perceive as meaningless, it can generate strong feelings of frustration and unfairness.
This sense of injustice is a key stressor that differentiates i-tasks from simply having a heavy workload. While a large volume of legitimate work can be stressful, it typically aligns with an employee’s sense of purpose and professional identity. Illegitimate tasks, however, threaten this identity. They signal to the employee that their skills and professional standing are not fully respected or understood by management. This can be a deeply demoralizing experience, leading to a feeling of being undervalued and fostering a cynical view of one’s role and the organization as a whole. The study emphasizes that the perception of a task’s legitimacy is subjective and rooted in an employee’s understanding of their professional role, making clear communication and well-defined job descriptions essential.
The Psychological Pathway to Burnout
The study reveals that the negative impact of illegitimate tasks often unfolds after the workday is over. Researchers found that employees who were assigned i-tasks were more likely to ruminate on their feelings of frustration and unfairness during their personal time. This process, described in the study as “affect-focused rumination,” involves dwelling on the negative emotions associated with the tasks rather than thinking about solutions. Such rumination prevents psychological detachment from work, a critical process for mental recovery from daily job stress. Instead of recharging, the employee remains mentally tethered to their workplace frustrations, which depletes their cognitive and emotional resources. This mental fatigue is a direct precursor to burnout, a state of emotional, physical, and mental exhaustion caused by prolonged or excessive stress.
The research employed a diary-based method, tracking over 200 employees in China three times a day over a full work week. This approach allowed the researchers to capture the dynamic, day-to-day fluctuations in employees’ experiences and behaviors. The data showed a clear pattern: on days when employees reported a higher number of illegitimate tasks, they also reported higher levels of after-work rumination. This, in turn, predicted a decline in their well-being and a change in their behavior the following day. This “spillover” effect demonstrates that the consequences of poorly assigned tasks are not confined to the moments they are performed but extend into an employee’s personal life and affect their future work performance.
Behavioral Responses: Cyberloafing and Task Crafting
The study identified two distinct behavioral outcomes that result from the psychological strain of illegitimate tasks: cyberloafing and task crafting. These behaviors represent opposite coping mechanisms, one passive and avoidant, the other active and constructive.
The Disengagement of Cyberloafing
When employees engage in affect-focused rumination, dwelling on the frustration caused by i-tasks, they are more likely to engage in “cyberloafing” the next day. Cyberloafing is the act of using work time and resources for personal online activities, such as browsing social media, online shopping, or playing games. This behavior is a form of withdrawal, a way for employees to mentally disengage from a work environment they perceive as unrewarding and unfair. It serves as a coping mechanism to conserve depleted mental energy and avoid further frustration. By turning their attention to non-work activities, employees create a psychological distance from their job-related stress. While this may offer temporary relief, it is ultimately a counterproductive response that harms both the individual’s performance and the organization’s productivity.
The Proactive Approach of Task Crafting
In contrast, some employees respond to illegitimate tasks not by withdrawing but by engaging in “problem-solving pondering”. Instead of ruminating on their negative feelings, they think about how to address the source of their frustration. This proactive cognitive style leads to “task crafting,” where employees actively reshape or reprioritize their workload to make it more meaningful and aligned with their skills. This could involve delegating or automating certain tasks, seeking out new responsibilities that better fit their expertise, or reframing the purpose of their role to find greater significance in their work. Task crafting is a constructive coping strategy that allows employees to regain a sense of control and agency over their work, turning a negative situation into an opportunity for growth and innovation.
The Crucial Role of Individual Resilience
A key finding of the research is the importance of individual resilience in determining whether an employee responds to illegitimate tasks with cyberloafing or task crafting. Dr. Tianyi Long, a co-author of the study and a senior lecturer at Charles Darwin University, noted that resilience is the differentiating factor. Employees with higher levels of resilience are better able to adapt to stress and are more likely to engage in problem-solving rather than avoidance. These individuals can more effectively reframe a frustrating assignment, viewing it as a challenge to be managed rather than a personal affront. This mindset allows them to channel their frustration into constructive action, leading to positive outcomes like task crafting.
This finding suggests that resilience is not just a personal trait but a crucial workplace skill. The study implies that while organizations should strive to minimize the assignment of i-tasks, it is also beneficial to invest in building employee resilience. By providing training and support that helps employees develop coping skills, emotional regulation, and a problem-solving orientation, organizations can empower their workforce to handle challenging situations more effectively. This focus on resilience can help mitigate the negative effects of unavoidable work stressors and foster a more adaptable and engaged workforce. In modern work environments, where employees are often asked to “do more with less,” the ability to bounce back from adversity is a critical component of sustained performance and well-being.
Implications for Modern Organizations
The study offers clear takeaways for managers and organizational leaders. The most direct recommendation is to improve task design and delegation processes. Managers should ensure that tasks are assigned to employees whose roles and skills are a good fit. This requires clear, up-to-date job descriptions and open communication between managers and their team members about responsibilities and workload. When it is necessary to assign a task that falls outside an employee’s typical duties, managers should provide a clear rationale for the assignment and acknowledge that it is an exception. This communication can help reduce feelings of unfairness and frustration.
Furthermore, the research highlights the need for organizations to create a supportive environment that fosters resilience and open communication. This includes providing employees with autonomy in how they approach their work, which can facilitate task crafting. Offering resilience-building programs and resources can also equip employees with the psychological tools they need to manage stress constructively. Dr. Long suggests that investing in flexible job design and resilience support can reduce stress, boost engagement, and create a healthier, more productive workplace. Ultimately, the study serves as a reminder that thoughtful management and a focus on employee well-being are not just beneficial for individuals but are also essential strategies for maintaining a high-performing and innovative organization.
