While workload has been traditionally studied as a type of challenge stressor with motivational benefits for employees, recent research suggests that the nature of workload is more complex and nuanced than merely eliciting positive reactions. Although this perspective has emerged in the study of workload at the individual level, research on collective workload in teams and the associated team-based mechanisms remains underexplored. Particularly, team-based work arrangements come with both enhanced capabilities to meet task goals and heightened expectations for team members; encountering and handling collective workload can motivate team members’ engagement in collective actions (i.e., team processes) and at the same time drive their appraisals of teamwork experience as depleting. To examine this dual account, we draw from job demands–resources theory to elucidate how and when team workload impacts team effectiveness via both positive and negative pathways. Using daily diary and objective record data collected from 610 employees working in 99 bank branches (i.e., teams) for five workdays, we found daily team workload enhanced daily team processes, which in turn benefited team member satisfaction at the end of each workday and team performance during the study period. We also found daily team workload elevated daily team member depletion, which hindered end-of-work team member satisfaction. Further, we found team members’ perceived task significance and positive affect at the beginning of each workday strengthened and buffered, respectively, the positive association between daily team workload and daily team processes or daily team member depletion. Theoretical and practical implications are discussed.

中文翻译：

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团队中工作负载的二元性：团队工作负载和团队功能的每日调查


虽然工作量传统上被研究为一种对员工有激励作用的挑战压力源，但最近的研究表明，工作量的性质比仅仅引起积极的反应更复杂、更微妙。尽管这种观点已经出现在个人层面的工作量研究中，但对团队中的集体工作量和相关的基于团队的机制的研究仍然没有得到充分探索。特别是，基于团队的工作安排既增强了实现任务目标的能力，也提高了对团队成员的期望;遇到和处理集体工作量可以激励团队成员参与集体行动（即团队流程），同时推动他们对团队合作经验的评价是消耗性的。为了研究这种双重账户，我们借鉴了工作需求-资源理论，阐明了团队工作量如何以及何时通过积极和消极途径影响团队效率。使用从 99 家银行分行（即团队）工作的 610 名员工收集的每日日记和客观记录数据，持续 5 个工作日，我们发现每日团队工作量增强了日常团队流程，这反过来又有利于团队成员在每个工作日结束时的满意度和研究期间的团队绩效。我们还发现，每日团队工作量会增加每日团队成员消耗，这阻碍了下班后的团队成员满意度。此外，我们发现团队成员在每个工作日开始时感知到的任务意义和积极影响分别加强和缓冲了每日团队工作量与每日团队流程或每日团队成员消耗之间的正相关。讨论了理论和实践意义。