Can metacognition determine employee performance in the context of virtual workspace? An empirical investigation

Abstract

Purpose

The pandemic has necessitated employees to work virtually due to mandatory work-from-home setup. Since every employee is not comfortable working online owing to their individual differences which impact performance, thus, it is essential to identify individual characteristics governing performance. As per conventional theories, cognition and metacognition have a significant impact on employee performance, and the key to performance in a collaborative online environment also is metacognition. However, this has been scarcely explored in the context of virtual workspace. This study, therefore, empirically investigates the influence of metacognition and its sub-domains on employees' virtual performance given the challenges they face in a virtual work environment.

Design/methodology/approach

The cross-sectional study used a purposive sampling technique for data collection. Data collected from 534 professionals with high and low levels of metacognitive ability is analysed using univariate analysis to ascertain whether metacognitive ability helps employees deal with challenges associated with virtual work environments and perform better.

Findings

Results confirm a significant relationship between the level of metacognitive ability and virtual performance. Further, the findings also confirm the interaction effect of the level of metacognitive ability and challenge of maintaining work and non-work boundaries and the need for the physical presence of team member/s in predicting virtual performance.

Originality/value

This study is the first empirical attempt to examine the linkage between metacognitive ability and performance among professionals in the context of post-pandemic virtual work environment and challenges.

Citation

Jain, S., Singh, A. and Bhalla, R. (2024), "Can metacognition determine employee performance in the context of virtual workspace? An empirical investigation", International Journal of Organization Theory & Behavior, Vol. 27 No. 3, pp. 298-319. https://doi.org/10.1108/IJOTB-03-2023-0066