Pointless Work Tasks Driving Employee Burnout, Study Finds

Unfair and meaningless work assignments are pushing employees to mentally switch off, lose sleep, and burn out, with many turning to the internet as a coping mechanism, new research has found.

The study, conducted by Hainan University in collaboration with Charles Darwin University (CDU), explored how so-called “illegitimate tasks,” duties considered unreasonable or outside one’s job role, affect workers’ well-being and productivity.

Lead author Associate Professor Zhao Lijing from Hainan University described these “i-tasks” as the kind of duties that make employees feel undervalued or disrespected.

“I-tasks are duties that fall outside someone’s job role or seem pointless, like asking a nurse to handle maintenance requests or a software engineer to organise office parties,” Zhao said. “These assignments can leave people feeling frustrated and mentally drained.”

To better understand the effects, researchers tracked more than 200 employees in China three times a day over a working week. They found that when workers ruminated on unfair or meaningless tasks after hours, they were more likely to “cyberloaf” the next day, browsing social media, shopping, or gaming online during work hours to mentally disengage.

However, not all responses were negative. When employees reflected on how to address the issue instead of dwelling on it, they tended to “task craft,” reshaping or reprioritising their work in more constructive ways.

Dr Tianyi Long, a CDU Senior Lecturer in Business and co-author of the paper, said the findings challenge the assumption that illegitimate tasks are purely harmful.

“Frustration can lead to disengagement, but it can also spark innovation,” Dr Long said. “The difference lies in resilience. Employees who can adapt and recover quickly from stress are better at turning frustration into problem-solving rather than avoidance.”

The research suggests that organisations should recognise both sides of i-tasks. While employers should avoid assigning meaningless or unrelated duties, they can also support staff in reframing these moments as growth opportunities.

“Providing clear communication, autonomy, and resilience-building support can help employees manage challenging workloads more effectively,” Dr Long said. “By investing in resilience programs and flexible job design, employers can reduce stress, boost engagement, and build a healthier, more productive workplace.”

As modern workplaces demand more with less, the study concludes that resilience is no longer just a personal quality. It is a key performance strategy.