Like clockwork: A within‐person analysis of time theft in the workplace

Employee time theft is a silent and costly behavior that is difficult to manage in organizations. Time theft is less understood than other forms of deviance as it is engaged in more frequently and considered to be less harmful by those who engage in it. This study tests a within‐person model of time theft in which negative emotion mediates the positive relationship between job stressors (task ambiguity, task conflict) and time theft. Results show support for the mediating role of emotions in the positive stressor−time theft relationship at the within‐person level. Results also show that high levels of between‐person emotional stability weakened the impact of negative emotions on time theft. These results indicate that job related stressors create an environment in which time theft may become a frequent behavior. In discussing these results, we provide recommendations for employers to combat this phenomenon. Practitioner points Time theft is a societally relevant phenomenon. Uncovering the drivers is important for scholars and practitioners alike. Time theft is a dynamic behavior that is influenced by stress inducing factors of one's task environment. Reducing task related stressors may reduce time theft. Results indicate stressors create an environment in which time theft may become a frequent behavior if emotions are not regulated. An employee's level of emotional stability is a key factor in regulating the emotions that drive engagement in time theft.