Signs of Our Time: Time-Use as Dedication, Performance, Identity, and Power in Contemporary Workplaces

Feldman, Elana; Reid, Erin Marie; Mazmanian, Melissa

doi:10.5465/annals.2018.0148

Cited by 40 publications

(46 citation statements)

References 137 publications

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“…In the case of performance goals, the focus is on demonstrating competence (see also Elliott & Dweck, 1988). In contemporary workplaces a typical way to demonstrate competence is through working hard and being busy, as such behaviors are associated with high status and performance (see Feldman, Reid, & Mazmanian, 2019 for a review). Therefore, this focus of approach crafting is likely to manifest in changes to the amount of work one does by increasing workload.…”

Section: Job Crafting and Changes In Job Demandsmentioning

confidence: 99%

The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being

Harju

Kaltiainen

Hakanen

2021

Human Resource Management

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Job crafting is theorized to operate via changes that employees make to their work designs, yet this critical mechanism has remained scarcely tested. This study examined whether job crafting facilitates changes in two types of challenge demands, namely workload and job complexity, and hindrance demands and whether these changes explain why job crafting may have both positive and negative implications for employee well-being. We utilized a two-wave sample of 2,453 employees to examine the relationships between job crafting and within-person changes in job demands, work engagement, and burnout. The findings showed that approach type of job crafting was related to increases in work engagement via increased job complexity. However, approach crafting was also associated with increases in burnout via increased workload. Avoidance type of job crafting, in turn, was related to increases in burnout and decreases in work engagement via decreased job complexity. The findings imply that job crafting may both promote and mitigate employee well-being depending on how it changes specific features of work design and that also approach crafting may deteriorate well-being. We discuss the practical implications of different types of job crafting on work design and employee well-being. K E Y W O R D Sjob design, research methods and design, structural equation modeling | INTRODUCTIONOrganizational leaders can use different strategies to improve employee motivation and well-being, but these strategies may not work in the same way for all employees with different needs and preferences (Boon & Kalshoven, 2014;Yan, Peng, & Francesco, 2011).Designing motivating and healthy jobs may not come naturally even to trained professionals (Parker, Andrei, & Van den Broeck, 2019), and top-down work design approaches do not always increase employee motivation and well-being as intended (Axtell & Parker, 2003;Campion & McClelland, 1993;Johns, 2010). Job crafting has thus gained momentum in management literature, as it emphasizes the changes employees themselves make to their work tasks, activities, responsibilities, and relationships (Bruning & Campion, 2018;Wong, Škerlavaj, & Černe, 2017;Wrzesniewski & Dutton, 2001). This is suggested to increase the effectiveness of work re-design, as employees are more likely to accept work-related changes that they themselves implement (Campion, Mumford, Morgeson, & Nahrgang, 2005).Two types of job crafting strategies can be distinguished: Approach crafting comprises active efforts toward improvementfocused goals, such as seeking opportunities to learn and challenge oneself, whereas avoidance crafting focuses on diminishing parts of one's work that are stressful, such as evading straining interactions or making mentally demanding tasks easier to perform (Bipp & Demerouti, 2015;Bruning & Campion, 2018). Approach crafting is thus suggested to increase challenging job demands (e.g., workload and job complexity) that involve possibilities for personal development and achievement, whereas avoidance crafting aims to d...

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Section: Job Crafting and Changes In Job Demandsmentioning

confidence: 99%

The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being

Harju

Kaltiainen

Hakanen

2021

Human Resource Management

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“…For example, scholars might consider whether perceptions of how quickly time is passing matter (see Flaherty, 2003). Or, they could focus on the ways in which people judge their own time use-for instance, whether they are being productive enough-and determine if such evaluations shape interruption experiences (see Feldman et al, 2019).…”

Section: Injecting Subjective Temporality Into Theories Of Work Intermentioning

confidence: 99%

“…The temporal perceptions in our study are rooted in deep-seated notions of time as quantifiable and scarce. If organizations move away from practices that emphasize this particular notion of time-by, for instance, rewarding creative outcomes rather than how many hours people work (see Feldman et al, 2019)-they may be able to change underlying beliefs about time that drive interruptees to pay such great heed to the temporal implications of interruptions.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…A temporal perspective makes sense given that interruptions inherently involve changes to time use: when interruptions arise, individuals shift time that they had mentally allocated to one activity to something else (Baethge & Rigotti, 2013; Eyrolle & Cellier, 2000; Lin, Kain, & Fritz, 2013). A temporal lens is also well-suited to studying people’s emotional experiences of being interrupted, because time use is emotionally charged (Feldman, Reid, & Mazmanian, 2019); people feel more positively or negatively depending on how they choose to, or are asked to, allocate their time at work. Perceptions of time thus likely play a role in terms of how a particular interruption is experienced.…”

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confidence: 99%

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It's a Matter of Time: The Role of Temporal Perceptions in Emotional Experiences of Work Interruptions

Feldman

Greenway

2020

Group & Organization Management

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Work interruptions are now ubiquitous in organizational life. However, our knowledge about how individuals experience work interruptions remains incomplete. Prior research has linked work interruption events to negative emotions, but scholars have yet to consider if—and when—such events might generate positive emotions. To explore this possibility, we adopted a temporal lens. Conceptualizing interruptions as emotionally charged events that involve changes to people’s time use, we conducted a qualitative field study of 251 work interruptions. Our inductive analysis revealed that many interruptions are experienced positively rather than negatively and that some are experienced neutrally (i.e., with no emotion). We found that this variation can be explained, in part, by four subjective temporal perceptions: time worthiness, timing, duration, and task expectedness. We also identified two contextual factors— relational context and work context—that moderate the effects of these temporal perceptions. Overall, our study underscores that emotional experiences of work interruptions vary far more widely that prior research suggests, identifies subjective temporal perceptions as key drivers of differing interruption experiences, and adds contextual richness to theories of interruptions.

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“…Accordingly, time is a crucial dimension of a service. This idea has recently received attention in broader conceptions of management and organisation studies (Feldman et al 2020 ; Shipp and Jansen 2021 ), sociology (Rosa 2013 ; Hassard 2016 ) and philosophy (Hägglund 2019 ). At least two temporal aspects are crucial for a service.…”

Section: Literaturementioning

confidence: 99%

Predicting delays in service operations

2021

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Delays constitute a key challenge in the management of service operations, causing substantial quality and cost issues. Delays in one service event can cause delays in another service event and so on, which creates challenges in the management of complex services. Assuming a lower-triangular matrix formalism, we develop a novel approach to modelling such chains of delays in complex service operations such as health care and software development. This approach can enable service managers to identify, understand, predict and control delays. Our research provides a novel theoretical contribution to the literature on service delays.

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Signs of Our Time: Time-Use as Dedication, Performance, Identity, and Power in Contemporary Workplaces

Cited by 40 publications

References 137 publications

The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being

The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being

It's a Matter of Time: The Role of Temporal Perceptions in Emotional Experiences of Work Interruptions

Predicting delays in service operations

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