Employee engagement is widely regarded as a positive workforce attribute, yet emerging evidence suggests it may also have unintended consequences, including increased acceptance of exploitative work practices. This paper reports two studies examining the relationship between employee engagement and the legitimisation of exploitation, with attention to gender dynamics.


In Study 1, 248 U.S. employees completed surveys measuring engagement (vigour, dedication, absorption) and their perceptions of the legitimacy of being asked to perform extra, non-compensated work. Overall, engagement was positively associated with legitimisation of exploitation, but moderation analyses revealed a gender-specific effect: for men, higher dedication predicted greater acceptance of exploitative demands, whereas for women, higher dedication did not increase legitimisation. Study 2 (N = 252) extended this inquiry using an other-report design. Participants read vignettes describing engaged or control employees and rated the legitimacy of organisational requests to those employees to perform non-compensated work. Results indicated that participants generally did not consider it more legitimate for others to be exploited, regardless of employee engagement or gender, though a small effect emerged for female participants regarding denial of extra vacation.


Collectively, these findings highlight a paradox in engagement: while highly engaged employees may personally accept additional work demands, peers do not necessarily share this view, potentially creating tensions around fairness and managerial practices. The studies underscore the importance of considering both self-perceptions and social evaluations in organisational contexts and suggest that engagement, often treated unambiguously as positive, can have complex societal and organisational implications. By revealing how engagement can intersect with perceptions of exploitative practices, this research contributes to new directions in applied psychology, informing both organisational policy and ethical management. The findings emphasise the need for interventions that foster employee well-being and equitable work practices, highlighting psychology's role in promoting sustainable, fair, and responsible workplaces.