Given the importance of employee wellbeing to performance, organisations have increased their focus on understanding and managing the factors that contribute to wellbeing in the workplace. Drawing on the Job Demands–Resources model, this study tests the direct and indirect effects of engagement, drive and job demands on work–life conflict and wellbeing. The findings indicate that engagement and working overtime were indirectly related to work–life conflict through lack of psychological detachment from work. In addition, being pressured to prioritise work over personal life, work overload, working overtime and experiencing strong drive were indirectly associated with reduced wellbeing through increased work–life conflict. This study demonstrates that to enjoy the benefits of a highly engaged workforce, organisations must enable employee detachment from work.
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