Wendelien van Eerde

A meta-analytically derived nomological network of procrastination

This meta-analysis contains the correlations of 121 studies examining the relation between procrastination and personality variables, motives, affect, and performance. The largest negative effect sizes were found in relation to conscientiousness and self-efficacy, and the largest positive relation was found with self-handicapping. Affect was moderately related, as well as performance outcomes, and motives were weakly correlated. Many of the effect size categories were heterogeneous, indicating that moderators may play a role. However, the majority of studies did not account for moderators. It is argued that this is a serious shortcoming and that a different type of research is needed to study procrastination in a meaningful way.

Procrastination : self-regulation in initiating aversive goals

Procrastination is a common phenomenon that is easily recognised as one of the behaviours involved in not doing and avoiding work. However, work motivation theories have not devoted much attention to why people don’t do things at work. Just as the study of abnormal behaviour is used to understand normal behaviour, so can the study of procrastination enhance the understanding of self-regulation. In this paper, procrastination is defined as the avoidance of the implementation of an intention. It is characterised by the avoidance of the intention and the preference for behaviour or thoughts that distract from the aversiveness of the intention. Individual difference variables, processes, and conditions are identified. Strategies to overcome procrastination are suggested.

Procrastination at Work and Time Management Training

Abstract The author examined the impact of time management training on self-reported procrastination. In an intervention study, 37 employees attended a 1 1/2-day time management training seminar. A control group of employees (n = 14) who were awaiting training also participated in the study to control for expectancy effects. One month after undergoing time management training, trainees reported a significant decrease in avoidance behavior and worry and an increase in their ability to manage time. The results suggest that time management training is helpful in lessening worry and procrastination at work.

Time pressure, potency and progress in project groups

Many project groups have a hard time meeting their deadlines. This research addresses this issue by studying group perceptions and group self-regulatory actions that may impede or foster the timeliness of group projects. Longitudinal data were collected from 22 student project groups developing a business solution in a field assignment. Using a questionnaire, we measured perceived time pressure, group potency, planning, and reflexivity, as well as the projects progress at three points during the 13-week working period: at the start of the project, just after the orientation phase, and finally after the execution phase and the project deadline. Our findings suggest that the effect of time pressure on progress is moderated by group potency. Furthermore, there were differential effects of planning and reflexivity in the orientation phase and the execution phase. Execution planning and reflexivity did not appear to be very useful for progress in the orientation phase of the project. However, in the execution phase, both planning and reflexivity contributed to meeting the deadline.

The Effect of Interruptions and Breaks on Insight and Impasses: Do You Need a Break Right Now?

Some time away from a problem, or incubation time, is found to be beneficial to creative problem solving. But are interruptions as equally helpful as breaks? An experiment was conducted to gain more insight into the differences between imposed and self-initiated breaks, and their effects on creativity, specifically on impasses and insights. There were three experimental conditions, (a) a continuous condition, in which participants were not allowed to switch back and forth between tasks, (b) an interruption condition, in which participants had to switch tasks at a predetermined moment, and (c) a break condition, in which participants could switch tasks at their own discretion. Results showed that taking breaks at moments chosen at ones own discretion led to solving more insight problems and reaching fewer impasses than at moments that were chosen by others. Furthermore, compared to working continuously, interruptions led to fewer impasses, but not to solving more insight problems.

Team self-regulation and meeting deadlines in project teams: antecedents and effects of temporal consensus

In a longitudinal study among 48 project teams, we investigated how temporal consensus (i.e., the extent to which team members have a shared understanding of the temporal aspects of their collective task) affects the ability of teams to establish coordinated action and meet deadlines. In addition, we examined temporal planning, temporal reminders, and temporal reflexivity as antecedents of temporal consensus. Our findings indicate that temporal consensus facilitates meeting deadlines through improved coordinated action. Furthermore, the development of temporal consensus is promoted by temporal planning in early project stages and by an increase in the exchange of temporal reminders in later project stages. Temporal reflexivity does not contribute to temporal consensus. Rather, our findings suggest that teams engage in reflexivity because they disagree about time.

Deviant service behaviour: coming soon to a theatre near you?

Deviant service behaviour (DSB) is examined among employees of a cinema chain in the Netherlands. Behaviours that were reported in interviews with 47 employees of one theatre were phrased as items and were used in a survey conducted in three other theatres of the same chain (n = 115). Virtually all employees reported some DSB, but overall the frequency of incidence was low. Younger employees and those who had a negative attitude towards management reported it more frequently. Gender; education; full-time study; tenure; contract hours; location; and attitudes towards the company or co-workers were not related to DSB.

Is procrastination related to sleep quality? Testing an application of the procrastination–health model

Abstract Despite a growing body of research on the consequences of procrastination for health and well-being, there is little research focused on testing or explaining the potential links between procrastination and sleep quality. Using the procrastination–health model as our guiding conceptual lens, we addressed this gap by examining how and why trait procrastination may be linked to various dimensions of sleep quality across two student samples. In Study 1, procrastination was associated with feeling unrested, but not with sleep disturbance frequency, in a sample of Greek undergraduate students (N = 141). In Study 2, bootstrapping analysis of the indirect effects of procrastination on an index of sleep quality through perceived stress in a sample of Canadian students (N = 339) was significant, supporting an extended procrastination–health model view of how chronic self-regulation failure may compromise sleep quality. Given the potential for dynamic and reciprocal relations among procrastination, stress, and sleep quality, suggested by the current and other research, the ways in which procrastination may contribute to and be influenced by poor sleep quality warrant further investigation.

How project groups achieve coordinated action: A model of shared cognitions on time

This chapter addresses how project teams achieve coordinated action, given the diversity in how team members may perceive and value time. Although synchronization of task activities may occur spontaneously through the nonconscious process of entrainment, some work conditions demand that team members pay greater conscious attention to time to coordinate their efforts. We propose that shared cognitions on time – the agreement among team members on the appropriate temporal approach to their collective task – will contribute to the coordination of team members’ actions, particularly in circumstances where nonconscious synchronization of action patterns is unlikely. We suggest that project teams may establish shared cognitions on time through goal setting, temporal planning, and temporal reflexivity.

Working on something else for a while: Pacing in creative design projects

In an interview study among 25 architects we investigated how activities were allocated over time in the design phase of an architectural project. Specifically, linking the literatures about pacing behavior and incubation, we set out to identify patterns related to how the interviewees paced their activity before a deadline. We used two types of materials to stimulate the answers in the interview: 1) standard graphs, developed in previous research; 2) a timeline. Five main themes emerged, that were termed pacing; milestones; multiple projects; deadlines; and quality–time trade-offs. Based upon the results we propose a model that includes overlapping U-shapes of activity, that is, most activity at the start of a project and right before a deadline. A second study provided a comparison of the pacing patterns among 85 respondents in jobs that required different levels of creativity. Not only U-shape pacing, but also deadline pacing was more common in creative jobs, whereas early starting patterns were less common. The two studies provide insight into how professionals in creative jobs deliberately use pacing that allows for incubation.