How job resources influence employee productivity and technology-enabled performance in financial services: the job demands–resources model perspective

Abstract

Purpose

This study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion).

Design/methodology/approach

The data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling.

Findings

Study 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion.

Practical implications

The study's findings point to the importance of developing interventions that decrease emotional exhaustion.

Originality/value

This is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology.

Citation

Nuutinen, S., Ahola, S., Eskelinen, J. and Kuula, M. (2022), "How job resources influence employee productivity and technology-enabled performance in financial services: the job demands–resources model perspective", Journal of Organizational Effectiveness: People and Performance, Vol. 9 No. 2, pp. 233-252. https://doi.org/10.1108/JOEPP-01-2021-0014