Abstract
Research on how sleep influences social behavior at work—particularly sleep’s impact on job performance—is growing, yet still in relatively early stages. This chapter provides an overview of existing research on sleep and job performance and proposes avenues for further examination. We focus specifically on sleep’s relationship to social aspects of performance including leadership, customer service performance (emotional labor and emotion performance), organizational citizenship behaviors, and counterproductive work behaviors. This chapter is organized into three sections: First, we define job performance and provide an overview of research on the direct effects of sleep on job performance components. Second, we discuss potential mediators and moderators of the sleep-job performance relationship. Finally, we highlight knowledge gaps, chart directions for future research, and offer methodological suggestions. Overall, to effectively advance the body of knowledge on this topic, organizational behavior scholars should seek out and integrate relevant research and methods from other scientific disciplines, and, when possible, form multidisciplinary research teams.
This chapter was completed at the first author’s prior organization, Northern Illinois University.
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Notes
- 1.
Sleep is a multidimensional construct, so we often need to specify which type of sleep measurement was used for each study in our review. Quantity refers to the amount of sleep (usually measured in minutes or hours), whereas quality refers to whether someone feels restored after a sleep period. Sleep consistency refers to having regular bed and wake times. Sleep quality, quantity, and consistency are all potential precursors to the concept of sleepiness, which has a physiological basis in terms of the drive to want to fall asleep. For a thorough review of these distinctions related to work behavior, see Mullins et al. (2014).
- 2.
The organizational science literature does not typically classify emotion performance as a type of task performance. However, emotion performance often involves required behaviors that are central to one’s job in service positions (e.g., displaying positive emotions toward customers, even when feeling negatively) and are rewarded via formal compensation mechanisms (e.g., exceptional customer service bonuses), consistent with the definition of task performance.
- 3.
In a recent study, Holding et al. (2017) found no effect of self-reported sleep quality, quantity or manipulated sleep deprivation on emotion recognition accuracy using both video and audio-based stimuli. These authors suggest lack of replication may be due to use static stimuli and morphed images in prior research (versus multimodal stimuli) or publication bias. However, they also speculate sleep may influence recognition of emotion intensity (versus identification of the displayed emotion) which was not measured in their research.
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Rogers, A.P., Budnick, C.J., Barber, L.K. (2019). Sleep and Social Behavior in Organizations: Implications for Job Performance. In: Križan, Z. (eds) Sleep, Personality, and Social Behavior. Springer, Cham. https://doi.org/10.1007/978-3-030-30628-1_10
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