The percentage of employees working long hours is continuing to increase, leaving little time for employees to effectively recover from the stressors and demands of their work lives. Thousands of studies have documented the negative impacts excessive work stressors or demands can have on both employees' work and nonwork lives. One way for employees to recover from these work stressors or demands is to engage in psychological detachment. Psychological detachment implies not thinking about work, not physically being at work, and not engaging in work-related activities. This study examines the potential social situational influences on an individual employee's detachment. The final sample consisted of responses from 88 full-time employees across a variety of organizations and industries in the United States. Participants self-reported their psychological detachment and provided information about their team-level family supportive supervisor behaviors, masculinity contest culture, and segmentation norms. After checking aggregation statistics, aggregation of family supportive supervisor behaviors, masculinity contest culture, and segmentation norms was not appropriate. At the individual level, only segmentation norms significantly predicted psychological detachment. Future research should obtain a bigger sample size to get enough power to conduct multilevel research. The results of this study suggest that there is some evidence there are social situational influences on individual psychological detachment.
