A matter of time? Challenging and hindering effects of time pressure on work engagement

Baethge, Anja; Vahle-Hinz, Tim; Schulte-Braucks, Julia; Dick, Rolf van

doi:10.1080/02678373.2017.1415998

Cited by 75 publications

(87 citation statements)

References 28 publications

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“…The negative lagged effect of time pressure on PWB from 1 week to the following week, however, is more likely to reflect a process that goes beyond a certain stimulus or situation individuals need to cope with. At the week‐level, experiencing high levels of time pressure may reflect an ongoing taxation of resources because individuals need to keep up a higher level of effort to get their work done (Baethge et al ., ). As a consequence – as our results suggest – individuals will lack resources for PWBs that are not necessarily related to coping with the stressor.…”

Section: Discussionmentioning

confidence: 97%

“…To test this, future research needs to assess whether the PWB individuals report at the day‐ versus week‐level aimed at coping with the experienced time pressure, or whether they were unrelated to the stressor. Nonetheless, our findings lend support to the notion that – although time pressure may be considered as a challenge stressor that can have positive effects – it is also associated with strain and resource depletion (e.g., Baethge et al ., ; Prem et al ., ; Widmer et al ., ). This may not necessarily impair individuals’ core task performance, but it may keep them from ‘going the extra mile’.…”

Section: Discussionmentioning

confidence: 99%

“…In line with this, Baethge et al . () show that time pressure was positively related to work engagement over shorter periods of time, that is, within days or one week; the very same relationship was negative when investigated over longer time lags of several weeks. Baethge and colleagues conclude that time pressure may disqualify itself as a challenge stressor over time because individuals can no longer cope with it by investing commensurate effort.…”

Section: Introductionmentioning

confidence: 88%

“…The longer individuals are exposed to resource-consuming stressors, the less likely they will be to respond to this stressor by investing additional resources (Halbesleben, Neveu, Paustian-Underdahl, & Westman, 2014). Recent research suggests that the effects of time pressure might change from being positive to being negative with increasing time of exposure (Baethge, Vahle-Hinz, Schulte-Braucks, & van Dick, 2018). In fact, little is known about the exact time frames in which stressors' effects unfold (e.g., Frese & Zapf, 1988).…”

Section: Practitioner Pointsmentioning

confidence: 99%

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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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Section: Discussionmentioning

confidence: 97%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 88%

Section: Practitioner Pointsmentioning

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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“…[…] are challenging and have positive consequences" (p. 558). Baethge et al (2018) emphasized the necessity to differentiate between short-term and long-term effects of time pressure. In their studies, they found that when controlling for strain, time pressure had positive within-person effects on work engagement on the daily and weekly level, but negative effects when looking at a six to eight weeks period.…”

Section: Predicting Same Day Well-beingmentioning

confidence: 99%

Leader-member exchange as a moderator of the job characteristics – well-being relationship : A daily diary study considering same day and next day effects

Pötz¹

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Job characteristics play an essential role for the well-being of employees. Especially in situations when job characteristics cannot be changed, leader behavior becomes relevant in order to weaken negative consequences. In a daily diary study over ten consecutive working days with 112 scientific employees, it was assumed that leader-member exchange (LMX) attenuates the negative consequences of low job control and high time pressure on well-being (job satisfaction and emotional exhaustion). Additionally, it was assumed that the relationships of job characteristics, well-being and LMX cannot only be found within one day but also delayed on the next day. Findings from hierarchical linear modeling (HLM) demonstrated that on the day-level higher perceived levels of job control in the morning were associated with higher perceived job satisfaction and lower perceived emotional exhaustion in the afternoon. High perceived day-level time pressure in the morning was negatively related to perceived day-level afternoon job satisfaction and positively to perceived day-level afternoon emotional exhaustion. Within one day, perceived LMX moderated the relationship between perceived job control and perceived job satisfaction. There was no evidence for the hypothesized lagged effects on the next day. Theoretical and practical implications of the findings as well as strengths and limitations of the study will be discussed.

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When does hindrance appraisal strengthen the effect of challenge appraisal? The role of goal orientation

Lu,

Kluemper,

2023

J Organ Behavior

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SummaryChallenge and hindrance appraisals are important to understand the effect of job demands. To date, challenge and hindrance appraisals have been studied in tandem. However, it is unknown whether, how, and when the two appraisals jointly affect employee performance. Integrating effort justification theory and goal orientation theory, the current manuscript seeks to investigate the three‐way interaction effects of challenge appraisal, hindrance appraisal, and both performance‐prove goal orientation and learning goal orientation on task performance via job meaningfulness and activated positive emotions. In a diary study among 96 employees over 10 consecutive workdays (NOccasion = 960, NEmployee = 96), we found that at the daily level, hindrance appraisal strengthens (a) the effects of challenge appraisal of job demands on job meaningfulness and activated positive emotions and (b) the indirect effects of challenge appraisal on task performance via job meaningfulness and activated positive emotions. Furthermore, the strengthening effects of hindrance appraisal are more pronounced as individual trait performance‐prove goal orientation increases, but they do not vary as individual trait learning goal orientation decreases. These research findings shed light on effort justification in explaining the interaction effects of challenge and hindrance appraisals and the role of goal orientation in the process.

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A matter of time? Challenging and hindering effects of time pressure on work engagement

Cited by 75 publications

References 28 publications

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

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

Leader-member exchange as a moderator of the job characteristics – well-being relationship : A daily diary study considering same day and next day effects

When does hindrance appraisal strengthen the effect of challenge appraisal? The role of goal orientation

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