The Effective Manager . . . Takes a Break

Berman, Evan M.; West, Jonathan P.

doi:10.1177/0734371x07307076

Cited by 15 publications

(11 citation statements)

References 20 publications

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“…WORK BREAKS SYSTEMATIC REVIEW frequency of work breaks (Berman & West, 2007), the recovery experiences during or immediately after work breaks (Bosch et al, 2018;Coffeng et al, 2015;Demerouti et al, 2012), and break activities (Kühnel et al, 2020;Trougakos et al, 2014;von Dreden & Binnewies, 2017), including microbreak strategies (e.g., Kim et al, 2017;Schulz et al, 2017;Zacher et al, 2014).…”

Section: Conceptualizing Work Breaksmentioning

confidence: 99%

“…An Integrative Framework of Work Breaks relatively short, similarly taking about 15 min (Berman & West, 2007). Studies that examine the duration of social media breaks report that the time per work hour spent on social media for nonwork purposes is relatively modest (average of 4.54 min in an hour); however, this time adds up to a substantial amount when considered over the entire workday (Kühnel et al, 2017;.…”

Section: Figurementioning

confidence: 99%

“…In the reviewed articles, operationalizations of work breaks ranged from a dichotomous measure (e.g., Min et al, 2020) to the length of work breaks (e.g., Arakawa et al, 2011), the number of breaks (e.g., Geiger-Brown et al, 2004; Lipscomb et al, 2002), the frequency of work breaks (Berman & West, 2007), the recovery experiences during or immediately after work breaks (Bosch et al, 2018; Coffeng et al, 2015; Demerouti et al, 2012), and break activities (Kühnel et al, 2020; Trougakos et al, 2014; von Dreden & Binnewies, 2017), including microbreak strategies (e.g., Kim et al, 2017; Schulz et al, 2017; Zacher et al, 2014). Drawing on work break-related theories (Demerouti et al, 2001; Hobfoll, 1989; Kaplan, 1995; Meijman & Mulder, 1998; Muraven & Baumeister, 2000; Weiss & Cropanzano, 1996), we propose that employees take breaks while at work with a certain frequency, each break has a duration, and each break may involve experiences and/or activities that help replenish employees’ resources.…”

Section: Multidisciplinary Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Role of work breaks in well-being and performance: A systematic review and future research agenda.

Lyubykh¹,

Gülseren²,

Premji³

et al. 2022

Journal of Occupational Health Psychology

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Recovery from work is a critical component for employees' proper functioning. While research has documented the beneficial effects of after-work recovery, it has focused far less on the recovery that happens while at work in the form of work breaks. In this review, we systematically review available empirical evidence on the relationship between work breaks and well-being and performance among knowledge workers. Doing so enables us to (a) integrate studies from multiple disciplines, (b) propose a conceptual framework for categorizing work breaks, and (c) provide a future research agenda for studying the role of work breaks in employee well-being and performance. Using Cochrane's guidelines, we review observational and intervention studies (N = 83). Based on the extant research, we propose that work breaks can be described and classified in terms of five features: initiator, duration, frequency, activities, and experiences. The result of our review is an integrative model that comprehensively captures the relationship between work breaks and well-being and performance outcomes, as well as the mechanisms and boundary conditions of these relationships. We conclude by proposing avenues for the future study and practice of work breaks.

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Section: Conceptualizing Work Breaksmentioning

confidence: 99%

Section: Figurementioning

confidence: 99%

Section: Multidisciplinary Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Role of work breaks in well-being and performance: A systematic review and future research agenda.

Lyubykh¹,

Gülseren²,

Premji³

et al. 2022

Journal of Occupational Health Psychology

View full text Add to dashboard Cite

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“…Berman and West (Berman, 2007) contemplated the functions that may be included in a scheduled work day break. It was revealed that several management skill functions were associated with senior local government managers (i.e.…”

Section: Introductionmentioning

confidence: 99%

Subordinate evaluations of high-performance managers

Bayer

Krupskyi

Bondarenko³

2020

LODJ

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PurposeThe study investigated the factors considered by subordinates when evaluating the productivity of their managers, in addition to how those factors influenced such feedback.Design/methodology/approachA questionnaire survey was conducted among participants. The results were processed using a cluster analysis (K-means method), the Mann–Whitney U test and the χ2-Pearson test.FindingsThe survey results were used to categorize managers as highly productive, moderately productive, or lowly productive. Recommendations for how to increase productivity were then determined.Research limitations/implicationsThe implication of our study in perspective research lies in particular in showing the mediating character of constructive feedback in subordinates' viewing manager efficient. As for practice, knowing subordinates' feedback makes it possible for an organization to influence the quality of supervisor-subordinate dyad. DTEK company has already put into practice the results of our study into corporate education and learning. In particular, recommendations for how to increase productivity (through giving constructive feedback, time to talk in private to an employee and expressing gratitude for good work) are discussed.Practical implicationsThe results indicated that highly productive managers tended to professionally develop both themselves and their subordinates. They provided subordinates with constructive feedback as well as the opportunity to talk in-person. These managers were also experts in the activities performed by their subordinates and showed gratitude for their accomplishments.Originality/valueThis study examined managerial efficacy as reviewed by subordinates. A theoretical analysis was conducted to outline the factors typically associated with managerial productivity (e.g. interpersonal skills, synchronizing projects, technical knowledge and handling work-related frustration).

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“…Given that there is substantial evidence to suggest that "a break" can increase efficiency (e.g. Berman and West, 2007;Carlin, 1997), much of this behaviour has to do with perceptions and securing the right kind of identity within the professional environment of a large accounting firm. It is one thing to be efficient, but something else entirely to be seen as efficient.…”

mentioning

confidence: 99%

Weaving a web of control

Ladva

Andrew

2014

Accounting, Auditing &Amp; Accountability Journal

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Purpose – The purpose of this paper is to explore the relationship between management controls and the work-life balance (WLB) of junior accountants working in four multinational accounting firms using semi-structured interviews. Design/methodology/approach – The authors interviewed junior accountants, asking them about their firms’ time budgeting process, their views on organisational culture and their experience of WLB. Findings – Time budgeting controls and the dominant discourses of “efficiency” and “career” form a web of control within these firms that sustain the long-hours culture. Drawing on the work of Foucault, the authors argue that the web of control is particularly strong because it is not imposed externally by a clearly identifiable source of power. Instead, the interviews revealed how junior accountants actively produce the web of control in order to secure their identity. This is particularly apparent when they speak of their career. Research limitations/implications – This research sheds light on the relationship between management controls and WLB. Management controls are effective in large multinational accounting firms because they work through the emergent identity of young professionals. Originality/value – The link between management control systems and WLB has received little attention from accounting academics. This research offers important insights into the way management control systems and organisational culture may impact the lived experience of WLB within multinational accounting firms.

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The Effective Manager . . . Takes a Break

Cited by 15 publications

References 20 publications

Role of work breaks in well-being and performance: A systematic review and future research agenda.

Role of work breaks in well-being and performance: A systematic review and future research agenda.

Subordinate evaluations of high-performance managers

Weaving a web of control

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