It's the Little Things That Matter: An Examination of Knowledge Workers' Energy Management.

Fritz, Charlotte; Lam, Chak Fu; Spreitzer, Gretchen M.

doi:10.5465/amp.2011.63886528

Cited by 141 publications

(183 citation statements)

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“…rapid energy depletion. Energy management techniques (Fritz et al, 2011) are an effective means of bolstering oneself against the negative effects of de-energizing ties.…”

Section: Management Implicationsmentioning

confidence: 99%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

114

105

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In this paper, we establish the relationship between de-energizing relationships and individual performance in organizations. To date, the emphasis in social network research has largely been on positive dimensions of relationships despite literature from social psychology revealing the prevalence and detrimental impact of de-energizing relationships. In two field studies, we show that de-energizing relationships in organizations are associated with decreased performance. In Study 1, we investigate how de-energizing relationships are related to lower performance using data from 161 people in the information technology (IT) department of an engineering firm. In Study 2, in a sample of 439 management consultants, we consider whether the effects of deenergizing relationships on performance may be moderated by the extent to which an individual has the psychological resource of thriving at work. We find that individuals who are thriving at work are less susceptible to the effects of de-energizing relationships on job performance. We close by discussing implications of this research.

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“…rapid energy depletion. Energy management techniques (Fritz et al, 2011) are an effective means of bolstering oneself against the negative effects of de-energizing ties.…”

Section: Management Implicationsmentioning

confidence: 99%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

114

105

View full text Add to dashboard Cite

show abstract

“…Yet, it is a limited resource that can be replenished as it can be depleted over time due to work demands (Fritz, 2011). Accordingly, employees need to find ways to replenish their energy on a regular basis as well as to lower levels of fatigue at the end of the weekend (Fritz, 2011). In this regard, human energy is a fundamental component of work motivation and in turn to maintain successful organizations.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, human energy is a required "fuel" to run organizations successfully. Yet, it is a limited resource that can be replenished as it can be depleted over time due to work demands (Fritz, 2011). Accordingly, employees need to find ways to replenish their energy on a regular basis as well as to lower levels of fatigue at the end of the weekend (Fritz, 2011).…”

Section: Introductionmentioning

confidence: 99%

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

Bedawy¹,

Ramzy²,

Maher³

et al. 2017

IBR

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The objective of this study is to investigate in depth the factors that can reduce the effect of e mployee burnout in Egypt. From the literature review, the variables of perception of employee development programs (IV1), time spent on employee development programs (IV2), self-actualization (IV3), and workplace democratization (IV4) were identified. To study these variables on employee burnout, SEKEM, a company in Egypt known for its innovative application of human development initiatives, was selected as a case study from Egypt. A single cross-sectional analysis of the employees of the company was used and data was collected with a questionnaire using a 7-level scale.The results were then analyzed with a principal component analysis, Cronbach's alpha, and Spearman's rank correlation.The results confirmed the validity and inter-reliability of the model as well as showed the significant negative relationship between both IV1 & IV3 and between employee burnout. IV2 and IV4 were not found to be significantly related to employee burnout.The significance of the research is that few studies in Egypt are made on the issue of employee burnout, and the study of SEKEM provides a rare insight into the application of such concepts.

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“…Fritz et al (2011) showed that positively correlated work-related break activities done at work include learning something new, focusing on what gives one joy in their work, setting a new goal, making time to show gratitude to others, seeking feedback, and reflecting on how one makes a difference at work. Their results indicated that common at work micro-break activities (i.e., those not directly related to work), such as chatting about hobbies or sports with a co-working, browsing the internet, and checking texts, were negatively correlated to vitality and positively to fatigue; only meditation was positively correlated to vitality.…”

Section: Emotionsmentioning

confidence: 99%

“…Studies have shown the positive impacts of exercise, taking breaks, and happiness on productivity and well-being (Fritz et al 2011, Friedman 2014) and the negative correlation of working long hours on productivity (Pencavel 2014). However, feelings of guilt can get in the way of taking breaks or leaving work on time.…”

Section: Emotionsmentioning

confidence: 99%

Time Management for Faculty: A Framework for Intentional Productivity and Well-Being

Hilton

2017 ASEE Annual Conference &Amp; Exposition Proceedings

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Faculty work includes a wide range of responsibilities and long lists of tasks. Some of these tasks have more immediate deadlines and necessitate frequent attention, while other responsibilities are longer-term projects. For example, teaching preparation can consume a large proportion of a new faculty member's time; however, one's research and writing cannot be neglected. New faculty in particular may be faced with teaching, research, and service activities all requiring their time and attention at an intensity level that they might not have encountered before. This can lead to a faculty member feeling overwhelmed and trigger self-doubt. This paper presents a research-based, holistic framework and strategies for time management, with an emphasis on taking an intentional approach to allocating time and effort to high priority activities that require both immediate and sustained, long-term attention. Another goal of this time management framework is supporting one's well-being, which can often be neglected. The PRIDE framework for time management consists of five components: Priorities, Reflection, Implementation, Deadlines, and Emotions. These five components are considered when making decisions about individual tasks and setting plans for each day, week, or semester, or for a complex project.

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It's the Little Things That Matter: An Examination of Knowledge Workers' Energy Management.

Cited by 141 publications

References 0 publications

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Destructive de-energizing relationships: How thriving buffers their effect on performance.

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

Time Management for Faculty: A Framework for Intentional Productivity and Well-Being

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