为什么什么什么时候多任务会影响流动和主观表现? 每日日记研究任务评估和工作参与度的作用
Helen Pluut1, Maral Darouei2, Marijn Eveline Lidewij Zeijen3
1Department of Business Studies, Institute of Tax Law and Economics, Leiden University, Leiden, Netherlands.
Frontiers in psychology
|August 9, 2024
概括
在工作中进行多任务处理可以通过使任务看起来不那么具有挑战性来减少员工流动和工作表现. 然而,高的工作投入可以防止这些负面影响.
科学领域:
- 组织心理学 组织心理学
- 工作场所行为 工作场所行为
- 人力资源管理 人力资源管理
背景情况:
- 多任务处理在现代工作场所普遍存在,往往导致员工幸福感和生产力下降.
- 了解多任务处理的日常动态对于改善工作环境和员工绩效至关重要.
研究的目的:
- 调查多任务处理对员工工作相关流程和主观工作表现的日常影响.
- 检查任务评估 (挑战与阻碍) 在多任务-绩效关系中的调解作用.
- 探索日常工作参与对多任务处理负面影响的缓冲效应.
主要方法:
- 日记研究设计与33名食品工业工人.
- 每天进行调查,持续4周 (每位参与者10次调查).
- 分析多任务频率,任务评估,工作参与度,流量和工作表现.
主要成果:
- 高任务碎片化 (多任务处理) 与减少每日流量和较低的工作表现有关.
- 将任务视为不那么具有挑战性的评估调解了多任务处理对流程的负面影响.
- 每天的工作参与显著缓冲了多任务处理对流量和工作绩效的不利影响.
结论:
- 多任务处理可能会影响员工流动和绩效,特别是当任务被认为不那么具有挑战性时.
- 工作参与作为一种保护因素,减轻多任务处理的负面影响.
- 研究结果为管理组织环境中的多任务处理提供了生态有效的见解.
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