Antecedents and consequences of idle time at work

Research shows that idle time at work is a widespread phenomenon that may have detrimental consequences for individuals and organizations. However, the antecedents of idle time have so far been neglected. Based on a theoretical model of idle time, the aim of this study was to investigate antecedents and consequences of idle time, as well as moderators of these relations. We analyzed data provided by n = 1428 employees at 19 measurement points over 2 years. We identified three distinct dimensions of work constraints, each of which was associated with idle time. Job context constraints (e.g., missing information, technical breakdowns, or organizational rules) and market constraints (i.e., a lack of customers or a lack of demand for products or services) were both positively related to idle time, which, in turn, was positively associated with boredom and fatigue. In contrast, interpersonal constraints (e.g., interruptions by others) were negatively related to idle time and indirectly negatively related to boredom and fatigue. The relation between interpersonal constraints and idle time was moderated by proactive behavior in that higher levels of proactive behavior strengthened the negative association. Overall, this study provides preliminary empirical support for the conceptual model of idle time.