Author(s)
Source
Information Systems Research, Vol. 23, No. 3, pp. 849-867, Part 2 of 2, 2012
Summary
This study considers whether electronic networks allow workers to multitask more effectively. Workers given diverse tasks are more productive when they multitask more, up to a point.
Policy Relevance
At low levels, multitasking improves productivity.
Main Points
- This study considered work practices, email, and output at a midsize executive recruiting firm.
- Recruiters must retrieve and understand clients’ needs and identify workers to fill those needs.
- The speed with which vacancies were filled was a key measure of productivity.
- Knowledge of diverse social circles is especially important for job placement.
- Multitasking was measured as the number of projects ongoing per month.
- Multitasking improves workers’ project output up to a point, after which returns diminish.
- At high levels, multitasking results in cognitive overload.
- At low levels, multitasking increases productivity by letting workers smooth out a workload that comes in bursts.
- The best level of multitasking will differ in different work environments.
- Information technology increases productivity because it helps workers exchange information.
- To deal with changes in demand and product variety, firms must be flexible.
- Flexibility requires workers with diverse knowledge, able to do diverse tasks.
- In the study, workers handling contacts with diverse knowledge were less productive than average, but more productive when multitasking.
- A worker’s social networks add to productivity by giving her access to diverse information, but this access has costs, such as time and effort.
- If the worker needs diverse information to complete diverse tasks, access to the information will increase performance in proportion to the worker’s need.
- Managers should match the complexity of work inflow and outflow to the complexity of tasks.