Recharging for the future
How micro-breaks shape work prospection among Chinese employees
Bibliographic Data
| ID | 10124675 |
|---|---|
| Authors | Pengcheng Yang (0000-0001-7555-4807, Shanxi University), Suchuan Zhang (0000-0003-0146-9612, Shanxi University, corresponding author) |
| Year | 2025 |
| Volume | 153 |
| Issue | 1 |
| Pages | 46-74 |
| Publication date | 2025-05-11 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | The Journal of General Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0022-1309 • E-ISSN: 1940-0888 |
| Publisher | Taylor & Francis (PUBLISHER • GB) |
| DOI | 10.1080/00221309.2025.2502337 |
| PMID | 40350744 |
| OpenAlex | W4410281683 |
| Language | EN |
| References cited | 67 |
Despite a surge of research on micro-breaks in recent years, the interactional nature of this recovery behavior during working hours still needs to be explored. Drawing on the Social Exchange Theory and Conservation of Resources Theory, first, we found from a study that included three online vignette experiments (Study 1, N = 551) that three micro-break support conditions (management support, supervisor norms, and coworker norms) enhanced the positive relationship between micro-breaks and three affective relationships (affective organizational commitment, affective supervisor-subordinate guanxi, and friendship prevalence), respectively. Second, a two-wave time-lag survey study (Study 2, N = 208) replicated the findings of Study 1 and verified the positive relationship between micro-breaks and positive affective work prospection and the mediating role of affective relationships therein and the moderating effect of micro-break support. Furthermore, through supplementary analyses, we found possible recursive relationships among the three affective relationships; supervisor-subordinate guanxi are likely to be antecedents of organizational commitment. This study's findings provide essential theoretical contributions to promote employee recovery in the workplace from a reciprocal perspective and provide insights into best practices in human resource management. Organizations and managers must provide an environment that supports micro-breaks for employees, as these supports help employees build affective relationships in the organization, leading to resource supplementation and, ultimately, resource gain. Finally, we discuss the limitations of the study and future research directions
Archaeology · Geography · Prospection · Work (physics · Employment and Welfare Studies · Engineering · Job Satisfaction and Organizational Behavior · Mechanical Engineering · Workaholism, burnout, and well-being
Optimal time lags in panel studies.
Dealing with Careless Responding in Survey Data
Event System Theory
Second Green Roof Views Sustain Attention
Unfolding the Proactive Process for Creativity
From coworkers to friends
Daily micro-breaks and job performance
Cultural differences in responses to a likert scale
The Relationship Between Uncertainty and Affect
Perceived Organizational Support
Conservation of Resources and Disaster in Cultural Context
MTurk Research
The Analysis of Mechanisms and Their Contingencies
Reciprocation of perceived organizational support.
Conservation of resource caravans and engaged settings
The Influence of Culture, Community, and the Nested‐Self in the Stress Process
Getting to the “COR”
Effects of workplace relationships among organizational members on organizational identification and affective commitment
Daily micro-break activities and workplace well-being
Cyberloafing
A systematic review of at-work recovery and a framework for future research
Development and Validation of Scores on a Two-Dimensional Workplace Friendship Scale
Social Exchange Theory, Exchange Resources, and Interpersonal Relationships
Recovery from Work
Conservation of Resources in the Organizational Context
Using the Internet to Administer More Realistic Vignette Experiments
Micro‐break activities at work to recover from daily work demands
How affective commitment to the organization changes over time
Bringing contribution–receipt (im)balance to team–member exchange research
| Citation velocity | historical |
|---|---|
| Highly cited | No |