Findings across two studies consistently reveal that autonomous motivation prompts employees’ average levels of daily physical activity, which, on a daily basis, generates resource caravans-physical (sleep quality), affective (vigor), and cognitive (task focus)-that, in turn, variously benefit next‐day performance (task and creative performance) and health (somatic symptoms). We test our theoretical model in two experience sampling studies that track employees’ physical activity across 10 workdays, using multiple data sources (self, supervisor, and objective).
Integrating conservation of resources theory with the literature on physical activity, we build a theoretical model to address the nomological network of physical activity, inclusive of a predictor (autonomous motivation), mediators (resource caravans: physical, affective, and cognitive), outcomes (performance and health), and boundary condition (job self‐efficacy). Finally, break length interacted with the number of breaks per day such that longer breaks and frequent short breaks were associated with more resources than infrequent short breaks.Īlthough physical activity is presumed to influence individuals’ work, motivation for daily physical activity and resulting implications for job performance are absent in the management literature. We also found that resources mediated the influence of preferred break activities and time of break on health symptoms and that resource recovery benefited person-level outcomes of emotional exhaustion, job satisfaction, and organizational citizenship behavior. Multilevel analysis results indicated that activities that were preferred and earlier in the work shift related to more resource recovery following the break. In addition, we examined resources as a mediator between break characteristics and well-being. Based on the effort–recovery model and using experience sampling methodology, we examined the characteristics of employee workday breaks with 95 employees across 5 workdays. Surprisingly little research investigates employee breaks at work, and even less research provides prescriptive suggestions for better workday breaks in terms of when, where, and how break activities are most beneficial.
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