Introduction
After data, Thomas Gilbert next advises looking at the tools (instrumentation) cell of his behavior engineering model to assess causes of performance shortfalls. Job tools are effective only if they function well and are used appropriately. What happens, though, if the tools function a bit too well? How does that impact motivation and work outcomes? Research examines how new technology affects motivation and may actually impede rather than enhance job performance.
Article
MacCormick, J.S., Dery, K., & Kolb, D.G. (2012). Engaged or just connected? Smartphones and employee engagement. Organizational Dynamics, 41(3), 194–201. doi: http://dx.doi.org/10.1016/j.orgdyn.2012.03.007
Background
Smartphones have become ubiquitous in the workplace. In 2010, 130 million smartphones were purchased worldwide, with 48 percent of smartphone owners using these devices in their work. Smartphones make possible constant connectivity to the work environment, which, in theory, leads to more engaged employees. Having more engaged employees is desired by employers, since engaged employees work with:
- increased duration (longer hours)
- greater intensity (getting more out of time invested)
- better direction (greater focus on organizational goals).
However, there is evidence to suggest that excessive reliance on smartphone use could lead to disengaged behaviors, especially if high engagement becomes a standard all employees must live up to. Extreme levels of engaged behavior could lead to professional burnout, reduced motivation, and disengagement. Studies have shown that professionals with highest levels of work engagement didn’t get enough sleep or exercise; many relied on medications to relieve anxiety or insomnia stemming from “job creep.” Eventually, these workers disengage.
Self-determination theory identifies three motivational states related to disengagement that result in low duration, low intensity, and low direction of effort:
- Controlled motivation occurs where there is an unwillingness to participate at certain times, or in certain places, or in certain ways.
- Amotivation is a less-direct way of removing oneself from the current work environment. An example would be employees at meetings who constantly check their smartphones rather than attend to the live discussion.
- Reactive autonomy is perfunctory adherence to minimal role requirements, following the letter but not the spirit of rules regarding work behavior. An example would be employees who use devices to indicate they are “at work” when in fact they are elsewhere.
Research suggests that use of smartphone technology can positively enhance work engagement, but it can just as easily create a dysfunctional work environment that leads to disengagement. The case studies in this research article examined how increased duration (via smartphone) may actually diminish intensity and focus, and result in disengaged states.
Case Studies
Researchers studied workers at two global investment banks, one headquartered in Europe, the other in the United States. The workers were based out of both organizations’ Australian offices. Because of the time differences across locations, the workers rely heavily on their BlackBerry devices to maintain communications with clients and staff worldwide. The work environment is such that employees are expected to be available at all hours and to be responsive to market and customer needs.
A series of 21 semi-structured interviews were conducted with senior management and two focus groups across a wide range of functions at both banks. All interviewees had been allocated BlackBerries to use in their work. There were 16 male and five female respondents, aged between 25 and 50. All interviewees held senior management roles that required client contact. They worked in IT, HR, sales, operations, communications, and as analysts and directors. Five years after the initial interviews, researchers followed up with the respondents to see if attitudes and behaviors had changed.
Data from the initial interviews showed that the devices were viewed as critical to their jobs and enabled them to work more efficiently, to their clients’ benefit. Workers lauded the increased productivity the devices supported, making it possible for them to function during what was otherwise lost time (such as while in transit). Better collaboration and coordination within and across teams was mentioned as a benefit, as well as greater flexibility in managing work/life balance.
However, there were a number of issues commonly cited regarding BlackBerry usage that caused people to disengage. The quantity and quality of communications was cited as problematic – people were more inclined to do “data dumps.” In the words of one manager, “Too much information kills communication.” Another problem had to do with workers who used the devices simply to elevate their profiles, using activity as a proxy for productivity. This fostered a competitive atmosphere in which workers felt compelled to use their devices in order to be viewed as “being on top of things.” Also, the devices were seen as reducing delegation, since decision-makers are always accessible.
Data from the later interviews showed that many managers were aware of the downsides to excessive use of their devices, but had devised strategies to guard against burnout. In one bank, 10 percent of users only used their smartphones during work hours. A growing number of workers had separate devices for personal and work use.
Conclusions
The researchers found that respondents could be sorted into one of three categories on a usage continuum: 1. hypo-connectors (those who resented the devices and actively refrained from using them, no matter what); 2. hyper-connectors (those who used the devices constantly); and 3. dynamic connectors (those who selectively used the devices as circumstances dictated). Of those, the dynamic connectors maintained high levels of engagement by adapting their connectivity levels as required, thereby ensuring they maintained greater focus and intensity in addition to increased duration. Successfully using smartphones to achieve optimum engagement requires an ability to read the needs of the situation and move across the connectivity continuum.
Questions for OPWL-N Members
How are smartphones or comparable mobile devices used in your organization as performance supporting tools? Does your organization monitor their use? Is use of these devices factored into evaluations of individual and organizational outputs and outcomes?
Workplace Oriented Research Central (WORC)
Prepared by OPWL Graduate Assistant, Susan Virgilio
Directed by OPWL Professor, Yonnie Chyung
Posted on February 25, 2014