{"title":"保持稳定?平均的自我控制需求不仅对员工的工作投入很重要,而且对可变性也很重要","authors":"Fabiola H. Gerpott, W. Rivkin, S. Diestel","doi":"10.1080/02678373.2023.2180784","DOIUrl":null,"url":null,"abstract":"ABSTRACT\n Previous research has demonstrated that work-related self-control demands deplete regulatory resources and thus impair employees’ functioning. But what is more harmful to employees – facing consistent self-control demands throughout the day or frequently switching between activities that require varying levels of self-control (i.e. self-control demands variability)? To answer this question, we draw from theories of psychological contrast to propose the variability of self-control demands (i.e. changes in self-control demands within a day) as a contingency that amplifies the negative impact of daily (mean) self-control demands on evening ego depletion, which in turn spills over to next-day work engagement. This amplifying effect occurs because on days with high self-control demands variability, the contrast between unpleasant and pleasant activities at work becomes particularly salient, which requires additional self-control due to stronger experienced goal-desire conflicts. We propose that employees with high levels of burnout may be particularly vulnerable to the exacerbating effects of self-control demands variability because they suffer from chronic impairments of their ability to exert self-control. A daily diary study with 86 employees across ten days (N = 525 measurement points) largely supports our conceptual framework.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"509 - 530"},"PeriodicalIF":5.6000,"publicationDate":"2023-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Keep it steady? Not only average self-control demands matter for employees’ work engagement, but also variability\",\"authors\":\"Fabiola H. Gerpott, W. Rivkin, S. Diestel\",\"doi\":\"10.1080/02678373.2023.2180784\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACT\\n Previous research has demonstrated that work-related self-control demands deplete regulatory resources and thus impair employees’ functioning. But what is more harmful to employees – facing consistent self-control demands throughout the day or frequently switching between activities that require varying levels of self-control (i.e. self-control demands variability)? To answer this question, we draw from theories of psychological contrast to propose the variability of self-control demands (i.e. changes in self-control demands within a day) as a contingency that amplifies the negative impact of daily (mean) self-control demands on evening ego depletion, which in turn spills over to next-day work engagement. This amplifying effect occurs because on days with high self-control demands variability, the contrast between unpleasant and pleasant activities at work becomes particularly salient, which requires additional self-control due to stronger experienced goal-desire conflicts. We propose that employees with high levels of burnout may be particularly vulnerable to the exacerbating effects of self-control demands variability because they suffer from chronic impairments of their ability to exert self-control. A daily diary study with 86 employees across ten days (N = 525 measurement points) largely supports our conceptual framework.\",\"PeriodicalId\":48199,\"journal\":{\"name\":\"Work and Stress\",\"volume\":\"37 1\",\"pages\":\"509 - 530\"},\"PeriodicalIF\":5.6000,\"publicationDate\":\"2023-02-20\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Work and Stress\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1080/02678373.2023.2180784\",\"RegionNum\":2,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"PSYCHOLOGY, APPLIED\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Work and Stress","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1080/02678373.2023.2180784","RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
Keep it steady? Not only average self-control demands matter for employees’ work engagement, but also variability
ABSTRACT
Previous research has demonstrated that work-related self-control demands deplete regulatory resources and thus impair employees’ functioning. But what is more harmful to employees – facing consistent self-control demands throughout the day or frequently switching between activities that require varying levels of self-control (i.e. self-control demands variability)? To answer this question, we draw from theories of psychological contrast to propose the variability of self-control demands (i.e. changes in self-control demands within a day) as a contingency that amplifies the negative impact of daily (mean) self-control demands on evening ego depletion, which in turn spills over to next-day work engagement. This amplifying effect occurs because on days with high self-control demands variability, the contrast between unpleasant and pleasant activities at work becomes particularly salient, which requires additional self-control due to stronger experienced goal-desire conflicts. We propose that employees with high levels of burnout may be particularly vulnerable to the exacerbating effects of self-control demands variability because they suffer from chronic impairments of their ability to exert self-control. A daily diary study with 86 employees across ten days (N = 525 measurement points) largely supports our conceptual framework.
期刊介绍:
Work & Stress is an international, multidisciplinary quarterly presenting high-quality papers concerned with the psychological, social and organizational aspects of occupational health and well-being, and stress and safety management. It is published in association with the European Academy of Occupational Health Psychology. The journal publishes empirical reports, scholarly reviews and theoretical papers. It is directed at occupational health psychologists, work and organizational psychologists, those involved with organizational development, and all concerned with the interplay of work, health and organisations. Research published in Work & Stress relates psychologically salient features of the work environment to their psychological, behavioural and health consequences, focusing on the underlying psychological processes. The journal has become a natural home for research on the work-family interface, social relations at work (including topics such as bullying and conflict at work, leadership and organizational support), workplace interventions and reorganizations, and dimensions and outcomes of worker stress and well-being. Such dimensions and outcomes, both positive and negative, include stress, burnout, sickness absence, work motivation, work engagement and work performance. Of course, submissions addressing other topics in occupational health psychology are also welcomed.