Exploring the ambivalence of time pressure in daily working life.

Prem, Roman; Paškvan, Matea; Kubicek, Bettina; Korunka, Christian

doi:10.1037/str0000044

Cited by 31 publications

(48 citation statements)

References 24 publications

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“…They are relevant on‐the‐job experiences by themselves. For instance, time pressure is associated with increased exhaustion levels (Prem, Paškvan, Kubicek, & Korunka, ) and fosters risky decisions (Madan, Spetch, & Ludvig, ), whereas perceived task accomplishment triggers subsequent motivational processes (e.g., persistence; Seo, Bartunek, & Barrett, ).…”

Section: Introductionmentioning

confidence: 99%

Feeling interrupted—Being responsive: How online messages relate to affect at work

Reinecke²,

et al. 2017

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Summary Being constantly connected to others via e‐mail and other online messages is increasingly typical for many employees. In this paper, we develop and test a model that specifies how interruptions by online messages relate to negative and positive affect. We hypothesize that perceived interruptions by online messages predict state negative affect via time pressure and that perceived interruptions predict state positive affect via responsiveness to these online messages and perceived task accomplishment. A daily survey study with 174 employees (a total of 811 day‐level observations) provided support for our hypotheses at the between‐person and within‐person level. In addition, perceived interruptions showed a negative direct association with perceived task accomplishment. Our study highlights the importance of being responsive to online messages and shows that addressing only the negative effects of perceived interruptions does not suffice to understand the full impact of interruptions by online messages in modern jobs.

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Section: Introductionmentioning

confidence: 99%

Feeling interrupted—Being responsive: How online messages relate to affect at work

Reinecke²,

et al. 2017

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“…Meta‐analytical evidence lends support to the proposedly positive relationships of challenge stressors, motivation, and performance (Lepine et al ., ). At the same time, however, time pressure is positively related to the experience of strain (Lepine et al ., ; Prem et al ., ; Widmer et al ., ), and may thus have costs for the individual because it draws on resources such as physical or mental energy.…”

Section: Introductionmentioning

confidence: 99%

“…In line with the challenge stressor perspective, results suggest that higher levels of time pressure stimulate higher levels of PWB (e.g., Fay & Sonnentag, ; Fritz & Sonnentag, ; Ohly & Fritz, ; Ohly, Sonnentag, & Pluntke, ; Prem et al ., ; Sonnentag & Spychala, ). Most of these studies have looked at more or less immediate effects of time pressure on PWB in daily diary studies with a single measurement per day or two measurements with very short time lag (Fritz & Sonnentag, ; Ohly & Fritz, ; Prem et al ., ), or at general relationships in cross‐sectional studies (Ohly et al ., ; Sonnentag & Spychala, ). Two major theoretical explanations have been suggested for the positive (momentary) effect of time pressure on PWB: First, it has been argued that time pressure denotes a discrepancy between one's work goals and the current work situation (Fay & Sonnentag, ), as it signals that an individual has less time than is actually needed to accomplish a task.…”

Section: Introductionmentioning

confidence: 99%

“…Time pressure has – in theory – been discussed both as a facilitator and as a consequence of PWB (e.g., Frese & Fay, ). While several studies have investigated time pressure as a potential facilitator of PWB (e.g., Fritz & Sonnentag, ; Ohly & Fritz, ; Prem, Paškvan, Kubicek, & Korunka, ), research that investigates time pressure as a consequence of PWB is scarce (i.e., Fay & Hüttges, , who investigated daily work overload). We address this research gap and propose that PWB – due to its resource‐consuming nature – is positively related to experiencing subsequent time pressure.…”

Section: Introductionmentioning

confidence: 99%

“…Specifically, we offer an empirical test of the hypothesis that PWB can increase individuals’ experiences of time pressure. This indirectly informs research on PWB and well‐being by offering a potential explanation why PWB can impair well‐being, because time pressure is associated with experiencing strain after all (e.g., Lepine, Podsakoff, & Lepine, ; Prem et al ., ; Widmer, Semmer, Kälin, Jacobshagen, & Meier, ). Second, our study adds to the research that challenges the view that time pressure is a challenge stressor by demonstrating that time pressure can also impair PWB – that is, a form of extra‐role performance – across work weeks.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Time pressure and proactive work behaviour: A week‐level study on intraindividual fluctuations and reciprocal relationships

Urbach

Weigelt

2019

J Occupat & Organ Psyc

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Recent research on proactive work behaviours (PWBs) pointed out that these behaviours can have negative consequences for the proactive individual. We add to this perspective by showing that PWBs may be a source of strain at work and result in elevated time pressure. Challenging the view of time pressure as a challenge stressor, we hypothesize that over the course of work weeks, time pressure will result in less (rather than more) PWB. We investigate these reciprocal effects as within‐person, week‐level fluctuations of time pressure and PWB based on experience sampling data (N = 52 participants, k = 274 observations). Over the course of three consecutive work weeks, results show a positive lagged effect of PWB in the first week on experiencing time pressure in the second week; in turn, time pressure in the second week had a negative lagged effect on PWB in the third week. Results further suggest that PWB is lowest in work weeks of low time pressure when following a week of high time pressure, indicating a conservation of resources interpretation of the results. Practitioner points Above and beyond the many positive effects of employees’ proactive work behaviour (PWB), organizations need to be aware that these behaviours can have costs for employees, for example, in increasing their experience of time pressure. Over consecutive work weeks, time pressure seems to impede rather than facilitate employees’ PWBs. When work weeks characterized by high time pressure were followed by work weeks of low time pressure, employees used the latter to ‘recharge their batteries’ instead of engaging in more PWB.

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Work from home today for a better tomorrow! How working from home influences work‐family conflict and employees' start of the next workday

Darouei

Pluut

2021

Stress and Health

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Drawing on the resource (drain) perspective in work‐family spillover theory and conservation of resources theory, the current paper studies the daily consequences of working from home for employees' work‐home interface and well‐being. We build an intraindividual model that investigates how working from home influences experiences of time pressure, work‐family conflict, and work‐related employee well‐being on a daily basis. A total of 34 professional workers participated in our study and were asked to respond to 10 daily surveys in the morning, afternoon and evening, across two consecutive workweeks. In line with our hypotheses, results indicated that on days when employees worked from home, they experienced less time pressure and, in turn, they reported lower levels of work‐family conflict on that particular day. Moreover, we found that experiences of work‐family conflict predicted individuals' next morning engagement and exhaustion levels and affective states towards the organization they work for. We recommend organizations to encourage a work‐from‐home protocol aimed at protecting employee well‐being.

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Exploring the ambivalence of time pressure in daily working life.

Abstract: We thank Franziska Knoop and Petra Schinewitz for their help in collecting.

Cited by 31 publications

References 24 publications

Feeling interrupted—Being responsive: How online messages relate to affect at work

Feeling interrupted—Being responsive: How online messages relate to affect at work

Time pressure and proactive work behaviour: A week‐level study on intraindividual fluctuations and reciprocal relationships

Work from home today for a better tomorrow! How working from home influences work‐family conflict and employees' start of the next workday

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