A field test of the quiet hour as a time management technique |
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| Affiliation: | 1. Universität des Saarlandes, Campus A1 3, 66123 Saarbrücken, Germany;2. Universität Zürich, Binzmühlestrasse 14/12, 8050 Zürich, Switzerland;3. GenoPersonalConsult, Wilhelm-Haas-Platz, 63263 Neu-Isenburg/Zeppelinheim, Germany;1. IBM in Ireland, Dublin, Ireland;2. Computer Science and Engineering Discipline, Khulna University, Khulna-9208, Bangladesh;3. School of Science and Technology, University of Fiji, Lautoka, Fiji;1. University Ca’ Foscari of Venice, Dept. of Environmental Sciences Informatics and Statistics, Via delle Industrie 21/8, c/o INCA - VEGAPARK, 30175 Marghera-Venice, Italy;2. University of Brighton, Brighton, UK;3. r3 Environmental Technology Ltd., Reading, UK;4. CH2MHILL, Via XXV Aprile, 2, S. Donato Milanese (Mi) 20097, Italy;5. SuRF Italy-RECONNET, Italy;6. Common Forum on Contaminated Land in Europe, Paris, France;7. Environment Agency Austria, Department for Contaminated Sites, Vienna, Austria;8. Montclair State University, NJ, USA;9. CDM Smith, NJ, USA;10. CL:AIRE, London, UK;11. University of Nottingham, Nottingham, UK;12. Land Quality Management Ltd, Nottingham, UK;13. US. Environmental Protection Agency, Washington DC, USA;14. r3 Environmental Technology Colombia SAS, Bogotá, Colombia;15. Network for Industrially Contaminated Land in Europe, NICOLE Secretariat, P.O. Box 28249, 3003 KE Rotterdam, The Netherlands;p. ARCADIS Nederland B.V., Arnhem, The Netherlands;q. Geosyntec Consultants, SuRF Australia, New Zealand;1. Emmett Interdisciplinary Program in Environment and Resources, Stanford University, Stanford, CA, USA;2. Community and Regional Planning Program, University of New Mexico, Albuquerque, NM, USA;3. International Chemical Secretariat, Göteborg, Sweden |
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| Abstract: | IntroductionThis field study tested the effectiveness of quiet hours (an hour free of any phone calls, visitors or incoming emails).ObjectiveBased on interruptions research and on a behavioral decision-making approach to time management, we argue that establishing quiet hours is a precommitment strategy against predominantly harmful interruptions. Furthermore, conscientiousness and the use of other time management techniques should moderate the effects of the quiet hour.MethodWe tested this by using a two-week experimental diary study with managers as participants.ResultsMulti-level analyses showed that a quiet hour improved the performance on a task worked on during the quiet hour in comparison to a similar task on a day without a quiet hour. Furthermore, overall performance was higher on days with a quiet hour than on days without one. Conscientiousness acted as a moderator, unlike the use of other time management techniques.ConclusionThese results imply that more people should consider implementing a quiet hour, especially if they are non-conscientious. |
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