Abstract
In recent years, compassion within organizations has been capturing the attention of researchers and practitioners. This study coined the term "informal compassion" to describe instances of compassion occurring in relationships other than those between supervisors and subordinates. The study investigated its antecedents and its impact on work engagement and burnout. Initial hypotheses were derived through semi-structured interviews, followed by a survey of 1088 individuals to validate these hypotheses. Informal compassion was found to enhance work engagement and suggest a reduction in burnout. Additionally, specific measures to enhance informal compassion were proposed.
