“Locked at the job”: a qualitative study on the process of this phenomenon

Abstract

Purpose Many employees experience a “locked at the job” situation and are not satisfied with their current job and at the same time, perceive limited job opportunities. This study examines the process that individuals who experience locked at the job go through and the coping mechanisms individuals use. Design/methodology/approach A total of Thirty in-depth interviews were conducted. Of the participants, 12 were locked at the job at the time of the interview and 18 participants experienced locked at the job in the past. Findings The authors identified three phases. Regarding the first phase “becoming locked at the job,” various individual and work environmental causes could be identified. In the second phase “being locked at the job,” the authors identified three levels: low-, medium- and high-locked individuals. Emotion-regulated coping strategies were mainly reappraisal, positive distraction and behavioral avoidance. The third phase “ending locked at the job” revealed that a locked at the job situation often comes to an end either by taking control independently or by external force. Especially, the role of the direct supervisor was decisive during the entire locked at the job process. Practical implications In the practical implications, the authors suggest to discuss locked at the job throughout the entire workplace and create an open culture acknowledging that individuals may find themselves in such a situation. Originality/value To date, no qualitative study has been conducted before from this perspective. Therefore, it is extremely important to look at this relatively unknown phenomenon from this perspective.

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