Working from home during the COVID-19 crisis: How self-control strategies elucidate employees' job performance.

Employees around the globe experience manifold challenges to maintain job performance during the so-called work-from-home experiment caused by the COVID-19 crisis. Whereas the self-control literature suggests that higher trait self-control should enable employees to deal with these demands more effectively, we know little about the underlying mechanisms. In a mixed-methods approach and two waves of data collection, we examine how self-control strategies elucidate the link between teleworking employees' trait self-control and their job performance. Using a qualitative approach, we explored which strategies employees use to telework effectively (N = 266). In line with the process model of self-control, reported strategies pertained to situation modification (i.e., altering the physical, somatic, or social conditions) and cognitive change (i.e., goal setting, planning/scheduling, and autonomous motivation). Subsequent preregistered, quantitative analyses with a diverse sample of 106 teleworkers corroborated that higher trait self-control is related to job performance beyond situational demands and prior performance. Among all self-control strategies, modifying somatic conditions and autonomous motivation was significantly associated with job performance and mediated the self-control-performance link. This research provides novel insights into the processes by which employees productively work from home and inspires a broad(er) view on the topic of self-control at work.

Do we fail to exert self-control because we lack resources or motivation? Competing theories to explain a debated phenomenon.

Exerting effort in a first task can impair self-control performance in a subsequent task. Hundreds of studies have examined this ego depletion effect, but the underlying mechanisms are still unknown. By contrasting the two most prominent models, the strength model and the process model, the following question takes centre stage: Do participants fail to exert self-control because they run short of an unspecified resource or because they lack the motivation to engage in the subsequent task? We contrasted competing predictions (N = 560) from these two models by manipulating monetary incentives to be donated to charity in the first of two tasks. We found evidence of the standard ego depletion effect-self-control performance was impaired after a high- versus a low-demand task in the no-incentive conditions. Incentives had an unexpected effect: Whereas participants in the incentive conditions showed higher intrinsic, autonomous motivation, they did not exert greater effort. This unexpected finding limited the applicability of our registered predictions; thus, we opted to test updated predictions. We discuss the theoretical implications of our understanding of the processes underlying ego depletion effects and their meaning for the ongoing debate about replicability and robustness.