Interrupted minds at work: How mindfulness shapes the effects of workplace interruptions

Abstract

This study tests the interactive model of workplace interruptions, including intrusions, distractions, discrepancy detections, and breaks in task performance. Specifically, we suggest that workplace interruptions exhibit an inverted U-shaped relationship with task performance. In addition, we explore how mindfulness moderates these relationships. Using time-lagged multisource survey data from 319 supervisor–subordinate dyads working in manufacturing, retail, and service industries, our results show significant inverted U-shaped relationships of intrusions and breaks with employee task performance. We found significant negative linear effects of distractions and discrepancy detections on task performance. Furthermore, the inverted U-shaped effects of intrusions and breaks were significantly moderated by employees' mindfulness. We confirmed that workplace interruptions may not necessarily be bad, but the frequency of interruptions, coupled with an individual's level of mindfulness, predicts employees' task performance. Based on these findings, we discuss the importance of workplace interruptions and mindfulness resources for effective performance.