Employees often have a great deal of work to accomplish within stringent deadlines. Therefore, employees may engage in shortcut behaviors, which involve eschewing standard procedures during goal pursuit to save time. However, shortcuts can lead to negative consequences such as poor-quality work, accidents, and even large-scale disasters. Despite these implications, few studies have investigated the antecedents of shortcut behaviors. In this research, we propose that employees engage in shortcut behaviors to regulate their velocity (i.e., rate of progress). Specifically, we predict that when individuals experience slower-than-referent velocity, they will (a) believe that the goal is unlikely to be met via standard procedures and (b) experience feelings of frustration. In turn, we expect these psychological states to be related to the perceived utility of shortcuts, especially when shortcuts are perceived as viable means to achieve the goal. Finally, we predict that the perceived utility of shortcuts will be positively related to actual shortcut behaviors. We tested these predictions using a laboratory experiment in which we manipulated velocity and unobtrusively observed shortcuts (Study 1, N = 147), as well as a daily diary study in which employees reported their velocity and shortcut behaviors over 5 consecutive workdays (Study 2, N = 395). Both studies provided support for our predictions. In sum, this research provides evidence to suggest that the experience of slow progress can lead to shortcuts not only by casting doubt on employees' perceived likelihood of meeting the goal but also by producing feelings of frustration. (PsycInfo Database Record (c) 2023 APA, all rights reserved).