Megatrends in the organization and management of work promote intensification and acceleration processes in the form of overload and overtime. These processes, in a framework of deregulation and individualization of labor relations, constitute burnout risk factors. To tackle this contemporary pandemic, the positive occupational psychology proposes engagement as a strategic resource for preventing that syndrome, delaying its appearance, or cushioning its effects. The present study is based on the suspicion that engagement, in addition to functioning as a means of protection against burnout, may also constitute a risk factor for this pathology. The purpose of its exposition is to contextualize, situate, and argue the logic of this approach, and to advance a response proposal to the question about in which circumstances the engagement constitutes a risk factor of burnout: in moderate doses, it works as a protective factor of burnout, while in excessive doses, it acts as a risk factor by hiding the warning signs of the syndrome.
Part of the book: Sustainable Management Practices