The Role of Self-Control in Moderating the Effect of Work Stress and Job Boredom on Cyberloafing Behavior Among Employees

Authors

  • Wardah Mufidatul University of Mataram
  • Mustika Rizny Ayu University of Mataram
  • Khatimah Nurul Khusnul University of Mataram
  • Isnaeni Surmayanti University of Mataram

DOI:

https://doi.org/10.29303/jmm.v15i2.866

Keywords:

Self-Control; Work Stress; Job Boredom; Cyberloafing Behavior; Moderated Regression Analysis; Conservation of Resources Theory.

Abstract

Work stress and job boredom are widely recognised as primary antecedents of cyberloafing behaviour, yet the boundary conditions under which their effects operate remain underexplored in the Indonesian context. Drawing on Conservation of Resources (COR) Theory and Self-Control Theory, this study examined the moderating role of self-control in the relationships between work stress, job boredom, and cyberloafing behaviour among employees. A cross-sectional survey was conducted with 60 employees from various organisational sectors using purposive sampling. Data were analysed through Moderated Regression Analysis (MRA) employing mean-centred interaction terms across three hierarchical models. Results revealed that job boredom significantly and positively predicted cyberloafing behaviour (B = 0.382; p = 0.025), consistent with the adaptive coping mechanism proposed by COR Theory. Work stress, however, did not exert a significant direct effect on cyberloafing (p = 0.551). The moderating effects of self-control on both relationships were not statistically significant (p > 0.05). These findings contribute empirically to the organisational behaviour literature and highlight job redesign and enrichment as practical interventions for reducing cyberloafing in Indonesian workplaces.

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Published

2026-07-05

How to Cite

Mufidatul, W., Rizny Ayu, M., Nurul Khusnul, K., & Surmayanti, I. (2026). The Role of Self-Control in Moderating the Effect of Work Stress and Job Boredom on Cyberloafing Behavior Among Employees. JMM UNRAM - MASTER OF MANAGEMENT JOURNAL, 15(2), 123–136. https://doi.org/10.29303/jmm.v15i2.866