Why do we keep interrupting ourselves? Exploring the reasons for internal interruptions at work

Abstract

Today, employees struggle with multiple work demands often occurring simultaneously and resulting in interruptions at work, which frequently affects work performance and employee well-being. Especially the reasons for internal interruptions, a self-started change of focus, remain mostly unknown but seem to be relevant when it comes to self-regulative behaviour. Based on the Conservation of Resources Theory and the Self-Regulation Theory this study provides a theoretical framework on affective and situational antecedents of internal interruptions. Using the critical incident technique in a cross-sectional design, 151 employees reported either a situation in which they interrupted themselves or a situation in which they engaged in focused work, as well as their current affective state and situational characteristics. The results support our assumption that employees tend to interrupt themselves more often when they experience low levels of energy, when they are bored or overstrained, and when situations are associated with a social character. Whereas employees tend to engage in focused work when situations are dutiful and intellectually stimulating. Based on the theoretical framework I conclude that internal interruptions can be used as energy management strategies when employees are confronted with straining tasks and thus help the process of resource replenishment and overall goal achievement.