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Mindfulness Meditation as an On-The-Spot Workplace Intervention

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  • Hafenbrack, Andrew C.

Abstract

This article introduces the concept of mindfulness meditation as an on-the-spot intervention to be used in specific workplace situations. It presents a model of when, why, and how on-the-spot mindfulness meditation is likely to be helpful or harmful for aspects of job performance. The article begins with a brief review of the mindfulness literature and a rationale for why mindfulness could be used on-the-spot in the workplace. It then delineates consequences of on-the-spot mindfulness interventions on four aspects of job performance - escalation of commitment, counterproductive work behaviors, negotiation performance, and motivation to achieve goals. The article closes with three necessary conditions for an on-the-spot mindfulness intervention to be effectively used, as well as suggestions for how organizations, managers, and employees can facilitate the fulfillment of these necessary conditions. Possible negative consequences of mindfulness and which types of meditation to use are considered. Taken together, these arguments deepen our understanding of state mindfulness and introduce a new manner in which mindfulness can be used in the workplace.

Suggested Citation

  • Hafenbrack, Andrew C., 2017. "Mindfulness Meditation as an On-The-Spot Workplace Intervention," Journal of Business Research, Elsevier, vol. 75(C), pages 118-129.
    • Handle: RePEc:eee:jbrese:v:75:y:2017:i:c:p:118-129
    DOI: 10.1016/j.jbusres.2017.01.017
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    Cited by:

    1. Reina, Christopher S. & Kudesia, Ravi S., 2020. "Wherever you go, there you become: How mindfulness arises in everyday situations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 159(C), pages 78-96.
    2. Xie, Junyi & Ifie, Kemefasu & Gruber, Thorsten, 2022. "The dual threat of COVID-19 to health and job security – Exploring the role of mindfulness in sustaining frontline employee-related outcomes," Journal of Business Research, Elsevier, vol. 146(C), pages 216-227.
    3. Kay, Adam A. & Masters-Waage, Theodore C. & Reb, Jochen & Vlachos, Pavlos A., 2023. "Mindfully outraged: Mindfulness increases deontic retribution for third-party injustice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 176(C).
    4. Sandra Patricia Hernández Rincón & María Constanza Aguilar Bustamante & Martha Peña-Sarmiento, 2022. "Aportes de la psicología positiva a la creación y soporte de organizaciones saludables: revisión de alcance," Estudios Gerenciales, Universidad Icesi, vol. 38(163), pages 250-260, June.
    5. Gabriel, Kelly P. & Aguinis, Herman, 2022. "How to prevent and combat employee burnout and create healthier workplaces during crises and beyond," Business Horizons, Elsevier, vol. 65(2), pages 183-192.
    6. Nguyen, Thi Nguyet Que & Ngo, Liem Viet & Surachartkumtonkun, Jiraporn, 2019. "When do-good meets empathy and mindfulness," Journal of Retailing and Consumer Services, Elsevier, vol. 50(C), pages 22-29.
    7. Hafenbrack, Andrew C. & Cameron, Lindsey D. & Spreitzer, Gretchen M. & Zhang, Chen & Noval, Laura J. & Shaffakat, Samah, 2020. "Helping People by Being in the Present: Mindfulness Increases Prosocial Behavior," Organizational Behavior and Human Decision Processes, Elsevier, vol. 159(C), pages 21-38.
    8. Hafenbrack, Andrew C. & Vohs, Kathleen D., 2018. "Mindfulness Meditation Impairs Task Motivation but Not Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 147(C), pages 1-15.

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