This chapter describes how employees feel at work. It explains job burnout, boredom at work and work engagement in the workplace and provides differentiation between ‘good’ and ‘bad’ ways of working hard. Employees may either feel activated, as in workaholism and engagement, or deactivated, as in burnout, boredom and satisfaction. Unlike work engagement and job satisfaction, workaholism is a negative state that is defined as a strong inner drive to work excessively hard. The chapter identifies the main drivers of engagement as well as the causes of burnout and boredom and discusses the major consequences of burnout, boredom and engagement. It also discusses the psychological mechanisms that are involved in employee affective well-being. Most individual-level psychological explanations for burnout focus on employee expectations in relation to work. The consequences of burnout and boredom are negative, whereas the consequences of work engagement are positive.
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