Christopher M. Barnes

Lost sleep and cyberloafing: Evidence from the laboratory and a daylight saving time quasi-experiment.

The Internet is a powerful tool that has changed the way people work. However, the ubiquity of the Internet has led to a new workplace threat to productivity-cyberloafing. Building on the ego depletion model of self-regulation, we examine how lost and low-quality sleep influence employee cyberloafing behaviors and how individual differences in conscientiousness moderate these effects. We also demonstrate that the shift to Daylight Saving Time (DST) results in a dramatic increase in cyberloafing behavior at the national level. We first tested the DST-cyberloafing relation through a national quasi-experiment, then directly tested the relation between sleep and cyberloafing in a closely controlled laboratory setting. We discuss the implications of our findings for theory, practice, and future research.

Changing to daylight saving time cuts into sleep and increases workplace injuries.

The authors examine the differential influence of time changes associated with Daylight Saving Time on sleep quantity and associated workplace injuries. In Study 1, the authors used a National Institute for Occupational Safety and Health database of mining injuries for the years 1983-2006, and they found that in comparison with other days, on Mondays directly following the switch to Daylight Saving Time-in which 1 hr is lost-workers sustain more workplace injuries and injuries of greater severity. In Study 2, the authors used a Bureau of Labor Statistics database of time use for the years 2003-2006, and they found indirect evidence for the mediating role of sleep in the Daylight Saving Time-injuries relationship, showing that on Mondays directly following the switch to Daylight Saving Time, workers sleep on average 40 min less than on other days. On Mondays directly following the switch to Standard Time-in which 1 hr is gained-there are no significant differences in sleep, injury quantity, or injury severity.

Harmful Help: The Costs of Backing up Behavior in Teams

Prior research on backing-up behavior has indicated that it is beneficial to teams (C. O. L. H. Porter, 2005; C. O. L. H. Porter et al., 2003). This literature has focused on how backing-up behavior aids backup recipients in tasks in which workload is unevenly distributed among team members. The authors of the present study examined different contexts of workload distribution and found that, in addition to the initial benefits to backup recipients, there are initial and subsequent costs. Backing-up behavior leads backup providers to neglect their own taskwork, especially when workload is evenly distributed. Team members who receive high amounts of backing-up behavior decrease their taskwork in a subsequent task, especially when a team member can observe their workload. These findings indicate that it is important to consider both the benefits and costs of engaging in backing-up behavior.

Working in our sleep: Sleep and self-regulation in organizations

A large body of sleep physiology research highlights a broad array of effects of sleep on human functioning. Until recently, this literature has been completely isolated from the organizational psychology literature. The purpose of this paper is to further extend the sleep literature into the organizational psychology literature, with a focus on self-regulation in the workplace. I summarize the sleep literature into a model of sleep self-regulation. Next, I highlight initial research in organizational psychology which has drawn from basic sleep physiology research. Following this, I generate new propositions linking sleep to work withdrawal, goal level, incivility, and defection in workplace social dilemmas. Finally, I close with a discussion of methods for conducting sleep research in organizational psychology, as well as some promising areas for future research.

Sleep and organizational citizenship behavior: the mediating role of job satisfaction.

We examine sleep as an important factor beyond the work domain that is relevant to organizational citizenship behavior. In a field study of 87 employees from a variety of organizations, an objective measure of sleep quantity predicted organizational citizenship behavior directed toward organizations but not organizational citizenship behavior directed toward individuals. Additionally, job satisfaction mediated this relationship. In a second field study of 85 working college students, we found that natural variation in daily sleep over the course of a work week predicted daily variance in organizational citizenship behavior directed toward both individuals and organizations, and that job satisfaction mediated these relationships. Based on these findings, we discuss theoretical and practical implications of sleep-deprived employees.

The Morality of Larks and Owls: Unethical Behavior Depends on Chronotype as Well as Time of Day

The recently-documented “morning morality effect” indicates that people act most ethically in the morning because their energy wanes with the day. An estimated 40% of the population, however, experience increased energy levels later in the day. These “evening people,” we propose, should not show the morning morality effect. Instead, they should show the same or an increasing propensity toward ethicality in the evening. Two experiments supported this hypothesis, showing that people with a morning chronotype tend to behave more ethically in the morning than the evening, while people with an evening chronotype tend to behave more ethically in the evening than the morning. Thus, understanding when people will behave unethically may require an appreciation of both the person (chronotype) and the situation (time-of-day): a chronotype morality effect.

Understanding the Motivational Contingencies of Team Leadership

Despite increased research on team leadership, little is known about the conditions under which coaching versus directive forms of team leadership are more effective, or the processes through which team leadership styles influence team outcomes. In the present study, the authors found that coaching leadership was more effective than directive leadership when the team leader was highly charismatic and less effective than directive leadership when the team leader lacked charisma. Directive leadership was more effective than coaching leadership when team members were high in self-efficacy and less effective than coaching leadership when team members lacked self-efficacy. The moderating effects of leader charisma and team member self-efficacy were mediated through motivational pathways involving team member effort.

Typical Performance, Maximal Performance, and Performance Variability: Expanding Our Understanding of How Organizations Value Performance

Existing research has distinguished between typical and maximal performance. Performance variability is another potentially important aspect of performance that has been infrequently studied. Using longitudinal data from the National Basketball Association (N = 269), we address this gap by examining how these three conceptualizations of performance are related to how organizations compensate their employees. Results indicate that each of these performance aspects is bivariately related to compensation levels, accounting for between 32% and 58% of the variance in compensation. In addition, typical performance and performance variability incrementally predicts compensation levels, although maximal performance does not. Implications for research and practice are discussed.

`I'm tired': Differential effects of physical and emotional fatigue on workload management strategies

This article integrates self-efficacy theory with decision latitude theory to generate a typology of workload management strategies used by knowledge workers working under conditions of high job demands. We then propose that physical and emotional fatigue should differentially influence usage of these workload management strategies based on anticipated differences in their effects on selfefficacy. We discuss theoretical and practical implications of our model with regards to knowledge workers who often face ongoing challenging job demands.

Prioritizing Sleep Health: Public Health Policy Recommendations

The schedules that Americans live by are not consistent with healthy sleep patterns. In addition, poor access to educational and treatment aids for sleep leaves people engaging in behavior that is harmful to sleep and forgoing treatment for sleep disorders. This has created a sleep crisis that is a public health issue with broad implications for cognitive outcomes, mental health, physical health, work performance, and safety. New public policies should be formulated to address these issues. We draw from the scientific literature to recommend the following: establishing national standards for middle and high school start times that are later in the day, stronger regulation of work hours and schedules, eliminating daylight saving time, educating the public regarding the impact of electronic media on sleep, and improving access to ambulatory in-home diagnostic testing for sleep disorders.