Orchestrating Effort in Multitasking: How Management Control Systems Shape Dual-Tasking, Task-Switching, and Performance

This thesis examines how employees manage competing tasks and how workplace rules and incentives shape their performance. I study two common forms of multitasking: working on two tasks concurrently and switching between tasks. Through experiments, I show that different ways of rewarding employees and informal controls can change how often people multitask and how well they perform. The results suggest that multitasking is not always harmful and it can sometimes improve efficiency if workplace systems are designed thoughtfully. These insights help organizations design fairer and more effective management practices.