“Some days won’t end ever”: Working faster and longer as a boundary condition for challenge versus hindrance effects of time pressure.

Baethge, Anja; Deci, Nicole; Dettmers, Jan; Rigotti, Thomas

doi:10.1037/ocp0000121

Cited by 50 publications

(59 citation statements)

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“…Although time urgency was more frequently categorized as a challenge demand, according to a meta-analysis (Mazzola & Disselhorst, 2019) and other empirical studies (e.g., Baethge et al, 2019;Gabriel et al, 2019;Kronenwett & Rigotti, 2019;Li et al, 2020), we expect a negative link between time urgency and work engagement. For instance, Baethge et al (2019) found that between-person level time pressure was negatively related to work engagement; Kronenwett & Rigotti (2019) also supported such a negative link. In summary, we propose that:…”

Section: Appraisal Of Job Demands As a Boundary Conditionmentioning

confidence: 65%

“…Further, role conflict and emotional demands are not consistently categorized as a challenge or a hindrance (e.g., Albrecht, 2015;Bakker & Sanz-Vergel, 2013;Crawford et al, 2010;Wincent & Örtqvist, 2011), whereas time urgency is generally seen as a challenge demand (Li et al, 2020). Although time urgency was more frequently categorized as a challenge demand, according to a meta-analysis (Mazzola & Disselhorst, 2019) and other empirical studies (e.g., Baethge et al, 2019;Gabriel et al, 2019;Kronenwett & Rigotti, 2019;Li et al, 2020), we expect a negative link between time urgency and work engagement. For instance, Baethge et al (2019) found that between-person level time pressure was negatively related to work engagement; Kronenwett & Rigotti (2019) also supported such a negative link.…”

Section: Appraisal Of Job Demands As a Boundary Conditionmentioning

confidence: 70%

“…Framework, see Mazzola & Disselhorst, 2019); and empirical studies also showed that time pressure is negatively related to work engagement (e.g., Baethge et al, 2019;Gabriel et al, 2019;Kronenwett & Rigotti 2019). This suggests that the challenge-hindrance stressor model may not be as effective in all contexts as some researchers suggested (e.g., O'Brien & Beehr, 2019).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Similarly, Baethge et al (2019) investigated two strategies (i.e., working faster and working longer) that moderate the relationship between time pressure and work engagement, and found that time pressure positively related to work engagement only when employees do not work longer. Taken together, our results resonate with these previous research findings by suggesting that whether job demands have challenge or hindrance effect may depend on some boundary conditions.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

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In the Eye of the Beholder: Challenge and Hindrance Appraisals of Work Characteristics and their Implications for Employee’s Well-Being

Li¹,

Peeters²,

Taris³

et al. 2020

Preprint

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Previous research on the association between job characteristics and employee well-being has returned mixed results. In particular, the possible impact of individual appraisal of these job characteristics has not been well-acknowledged. To address this limitation, we drew on appraisal theory and examined (a) how workers appraise particular job characteristics, and (b) how these appraisals affect the relationships between these job characteristics and well-being (i.e., work engagement and burnout). We tested our hypotheses across two studies. In a cross-occupation survey (Study 1, n = 514), we found that job characteristics of “demands” (time urgency, role conflict, and emotional demands) and “resources” (autonomy, supervisor and colleague support, and feedback) can to some degree be appraised as both challenges and hindrances. In addition, moderation analysis showed that challenge appraisal can mitigate the negative impact of job demands on burnout. Interestingly, the beneficial effects of job resources on employee well-being (i.e., increasing engagement, and decreasing burnout) were weaker if workers appraised a certain resource as hindering. In Study 2 (n = 316 nurses in a hospital), the results generally supported our predictions again. These findings on the effects of appraisal contribute by broadening the theory on job characteristics-outcomes relationships.

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Section: Appraisal Of Job Demands As a Boundary Conditionmentioning

confidence: 65%

Section: Appraisal Of Job Demands As a Boundary Conditionmentioning

confidence: 70%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

In the Eye of the Beholder: Challenge and Hindrance Appraisals of Work Characteristics and their Implications for Employee’s Well-Being

Li¹,

Peeters²,

Taris³

et al. 2020

Preprint

View full text Add to dashboard Cite

show abstract

“…Making matters even more blurry, developments from both research streams strongly suggest that time pressure (Baethge, Deci, Dettmers, & Rigotti, ) and creativity (Amabile et al, ) vary within individuals over time. Individuals may experience work days with more or less time pressure.…”

mentioning

confidence: 99%

Turning Daily Time Pressure into a Creative Day: The Interactionist Roles of Employee Neuroticism and Time Pressure Dispersion

Bormann

2019

Applied Psychology

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The purpose of this study was to explore under which circumstances daily time pressure is positively related to daily creativity. Building on resource allocation and uncertainty theory, it is argued that highly neurotic individuals’ creativity, relative to their emotionally stable counterparts, is more strongly enhanced by daily time pressure. This effect, however, should only emerge in instances of highly consistent daily time pressure over time. To test this model, a diary study was conducted spanning over five subsequent working days. The sample consisted of 250 individuals with 1,156 daily measurement points. As expected, neuroticism and dispersion of time pressure over time jointly moderated the relationship between daily time pressure and daily creativity. The relationship was positive and significant only when individuals ranked high in neuroticism and dispersion of time pressure was low. The results of this study suggest that under certain circumstances, neurotic individuals are able to realise more gains from increased time pressure compared to their emotionally stable counterparts.

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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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“Some days won’t end ever”: Working faster and longer as a boundary condition for challenge versus hindrance effects of time pressure.

Cited by 50 publications

References 60 publications

In the Eye of the Beholder: Challenge and Hindrance Appraisals of Work Characteristics and their Implications for Employee’s Well-Being

In the Eye of the Beholder: Challenge and Hindrance Appraisals of Work Characteristics and their Implications for Employee’s Well-Being

Turning Daily Time Pressure into a Creative Day: The Interactionist Roles of Employee Neuroticism and Time Pressure Dispersion

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

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