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Drawing from the combined theoretical approaches of the conservation of resources theory, broaden-and-build theory of positive emotions and social cognitive theory, the current study examined the relationships between employee financial well-being and employee productivity via employee happiness while exploring the moderating role of gender in this mediated relationship.

Using partial least squares approach for structural equation modeling, the hypothesized model was tested employing primary data collected from banking employees.

The results showed that employee financial well-being has a significant positive effect on employee productivity and this effect was mediated by employee happiness. In addition, the results showed that this indirect effect was moderated by gender such that the relationship was more pronounced in males (versus females).

This study contributes to the nescient research on the consequences of financial well-being especially at an organizational level, with several implications for individuals, employees and organizations, while at the same time offering new insights for future investigation.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-09-2023-0676

Purpose – This study examines how managerial ability relates to employee productivity using a broad and generalized sample of US firms.

Methodology – This study employs a generalized sample of firm-years from all industries between 1980 and 2013.

Findings – By contending that managers differ in their ability to synchronize management processes and human capital in ways that enhance employee productivity, the authors provide evidence showing that more-able managers are associated with higher employee productivity. In addition, the authors find that high-ability managers moderate the negative relation between uncertain environments (high-technology firms) and employee productivity. Furthermore, the authors decompose employee productivity into employee efficiency components and employee cost components. The authors find a significant positive association between managerial ability and the employee efficiency component, but do not see a significant association between managerial ability and the employee cost component.

Value – The results contribute to the understanding of employee productivity by showing the relation between managerial ability and employee productivity.

The purpose of this study is to evaluate how the relationship between employees’ workspace satisfaction and their respective perceptions of workspace support to labour productivity interacts with two emotional experiences as follows: workspace attachment and job stress.

Web-based surveys conducted before and after a company’s short-distance relocation. Study 1 concerned 66 employees and was conducted a few weeks before the relocation. Study 2 concerned 84 employees and was conducted six months after the relocation. Ordinary least squares regression, moderation and mediation analysis were performed.

After the relocation, the employees experienced greater job stress, less workspace satisfaction, and they felt less attached to their workspaces. However, the evaluations of workspace support to labour productivity did not change. Contrary to expectations, employees’ workspace satisfaction is not related to their evaluation of this workspace as supporting labour productivity. Instead, this relationship is moderated by job stress. The hypothesis that workspace attachment mediates the relationship between workspace satisfaction and respective evaluation of this workspace as supporting labour productivity was not verified.

Corporate real estate managers and any manager leading short-distance relocation projects should consider incorporating change management in the projects to maintain employees’ positive attitudes and emotional bonds with their workspace.

This research improves the knowledge of how employees perceive the workspace as supporting their work duties.

The purpose of this paper is to provide practitioners of management and interested research a sense of how the NCAA March Madness basketball tournament is affecting worker productivity in the workplace. There are several positive and negative issues concerning how some employees are willing to spend work time following the NCAA tournament and related office gambling activities.

A review of the applied literature on sports‐related gambling and bracketing that is quite widespread in the USA and other countries was provided. The sample consisted of relatively well‐paid professionals, who may routinely engage in office pools and most universally are involved in bracketing March Madness plays. This resulted in 145 useable questionnaires recording responses to 28 variables from an initial sampling frame of slightly over 200 potential respondents associated with a major Pittsburgh‐based financial service provider. Factor analysis and multivariate statistical analysis were used to test several hypotheses.

Management appears to be successfully delivering the message that office gambling activities harm productivity if management activity discourages office gambling, but there appears to be a trade‐off as labor productivity may be slightly reduced on the short term, and employee cohesiveness may increase on the long term. It was also found that the degree of personal involvement is important; the more an employee is involved, the more negative the impact that March Madness activities will have on his/her productivity.

March Madness is a time‐honored tradition that many employees take for granted and will engage in regardless of the extrinsic controls that management may care to implement, making the extrinsic controls too expensive for a questionable return in enhanced labor productivity during March Madness.

It is an interesting academic research question concerning the balance of productivity losses and gains in employee cohesiveness that warrants additional research in the intrinsic motivations of both management and their employees.

The purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and administrative employees' productivity. Organizational identification theory and the job demands-resources model are used to investigate supervisor support, employees' motivation to learn and employee engagement as mediators.

Survey research was used to collect data from 289 administrative staff members employed at five higher education institutions in Trinidad and Tobago.

The findings supported the hypothesized mediating role of supervisor support, employees' motivation to learn and employee engagement in the relationship between organizations' training and development climate and employee productivity.

Productivity is a major problem in Trinidad and Tobago. In Trinidad and Tobago's higher education sector, productivity deficiencies are particularly problematic because of the gradual reduction in government subsidies. Therefore, higher education institutions must improve productivity, particularly administrative employees' productivity, in order to compete with local and international tertiary education institutions. This study contributes to Trinidad and Tobago's society by showing the importance of both a positive training and development climate and supervisor support to influence administrative employees' affective states and productivity in tertiary education institutions.

This study adds to existing research on training and development and employee productivity by introducing novel and theoretically sound mediators to clarify how the relationship between a higher education institution's training and development climate and its administrative employees' productivity unfolds.

This study aims to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in mediating and moderating role.

The research sample was 72 supervisors and 576 employees from 72 food and beverage small and medium enterprises (SMEs) in three major cities in Indonesia. SPSS and AMOS were used to test the research hypothesis using the hierarchical regression analysis test.

The results show that there was a positive and significant effect between servant leadership on innovation self-efficacy and employee productivity. Innovation self-efficacy mediates the relationship between servant leadership and employee productivity. Corporate work culture moderated the relationship between innovation self-efficacy and employee productivity.

Future research with larger samples are needed to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity more clearly not only on food and beverage SMEs but also on other industries. Future research needs to be carried out using experimental and longitudinal research designs.

There are three important practical implications based on the findings of this study. First, the results of the study provide new ideas for SME managers on how to increase the productivity of their employees, by using servant leadership which is known to be the main driver for innovation self-efficacy behavior. Second, the mediating role of innovation self-efficacy requires managers to build employee self-efficacy behavior, share more power with employees and make employees more involved in decision-making, which in turn can increase employee confidence and motivation, and their productivity. Finally, managers must realize the need to create a productive work culture in the company, by taking various actions, such as giving rewards to productive employees, making clear regulations on the company regarding working hours and company targets, and must pay attention and respect the employee's views and opinions to improve employee identification of their leaders.

This is the first study to build and examine the direct and indirect relationship (mediating and moderating role) between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in food and beverage SMEs.

Hoping to increase the productivity of their employees, firms provide and expect their employees to use approved mobile apps. However, despite an intuitive appeal, the relationship between information technology usage and productivity is still seen as paradoxical. This study examines the relationship between employees' experience and engagement with business mobile apps provided by employers and its effects on employee work productivity.

Data from respondents who use employer-provided business apps were used to test the hypotheses. Measurement-corrected latent scores extracted from the PLS measurement evaluation were used in regression-centric assessment using PROCESS.

Results indicate that employee-users’ experience-based attributions of the business app, i.e. customization, performance quality and compatibility, have positive effects on productivity mediated by participation intensity. Further, work type (retail vs non-retail) and the depth of the employee user’s experience moderate experience-based attributions' indirect effects on productivity.

Unlike previous studies delving into this topic, this study focuses solely on the mediation and moderation effects for hypothesis testing. Specifically, this study investigates effects conditional on work type (retail vs non-retail), which the authors believe has significant implications for retailing. These findings have interesting implications for both future research and managers.

This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business intensity.

The study draws on survey data from a random sample of 231 remote workers across the USA. The analysis and empirical validation of the research model used partial least square.

The results demonstrate a positive association between remote work and employee productivity. In addition, the findings present empirical support for hitherto anecdotal evidence regarding the impact of remote work on innovation. In particular, the study notes that knowledge sharing and digital business intensity amplified the positive relationship between remote work and employee productivity. The results further revealed that the positive link between remote work and innovation was stronger in the presence of knowledge sharing.

The study contributes to the ongoing inquiry into remote work by drawing on the knowledge-based view as an underlying lens to understand the consequence of remote work. Identifying knowledge sharing and digital business intensity as moderators of the linkage between remote work and employee productivity is an important contribution, especially when researchers and practitioners are trying to understand the business value of working remotely. Furthermore, to the best of the authors’ knowledge, this study is the first to identify knowledge sharing as a key mechanism that strengthens innovation outcomes in a remote work environment.

To assess: (1) the prevalence of specific work practices that incorporate use of information and communication technology (ICT), (2) whether these practices are connected to employee distress or productivity via work extension or social network processes; (3) the implications of ICT-based work practices for the work/family interface.

We draw on the 2008 Pew Networked Workers data collected from a nationally representative sample of workers and use logistic regression methods to investigate links among use of specific ICT-based practices and increases in distress or productivity.

(1) Use of e-mail, instant messaging, texts, and social networking sites at work varies by demographic, organization, and job characteristics, and (2) ICT-based work extension, social network expansion, and connectivity to work colleagues are linked to increases in distress and productivity. Connecting with family or friends while at work can reduce the likelihood that an employee reports an increase in work stress.

Limitations include a cross-sectional design, age of the data, missing data, and measurement issues. Even with these limitations, there are few investigations drawing from national samples of employees that can assess work-related ICT use with this level of depth.

Findings point to technological innovation as an important factor influencing work extension and social network processes and connect this to changes in employee distress and productivity. The focus on productivity is especially important given the emphasis that previous research has placed on linking ICT use and employee distress.

This paper aims to answer the question of the future of work-from-home (WFH) from the position of productivity and employee well-being. In this research, the authors studied the future of WFH by analyzing perceived home productivity and work–life balance (WLB) in the WFH environment. This paper attempts to say that WFH is here to stay, and business leaders should acknowledge this fact and adjust their strategy.

The authors used a heterogeneous sampling method, surveying 1,157 employees in Mexico on productivity and WLB. The authors did three independent interventions in different pandemic stages: beginning – in 2020, peaking – in 2021, and calming down – in 2022. The authors used contingency table analysis to research the influence of perceived productivity and WLB in WFH on employees’ propensity to WFH.

The results show that employees perceive productivity the same or higher when WFH and WLB same or better. The findings of this study are a wake-up call for managers who refuse to embrace changes in employees’ perceptions and needs. Companies refusing to acknowledge the existing need for WFH may face significant challenges in terms of employee satisfaction and retention.

This study contributes to the broader literature by addressing whether WFH is here to stay. The dynamics of returning to office vary from country to country, industry to industry and business to business. This paper is an answer to the future of WFH for Mexico and the Latin American region.

Este artículo tiene como objetivo responder a la pregunta sobre la relevancia del futuro del trabajo desde casa (WFH por sus siglas en Inglés) desde la perspectiva de la productividad y el bienestar de los colaboradores. En esta investigación, se estudia el futuro del trabajo desde casa analizando la productividad percibida y el equilibrio entre la vida laboral y personal en el entorno del trabajo desde casa. Este documento intenta decir que el trabajo desde casa llegó para quedarse y que los líderes empresariales deberían reconocer este hecho y ajustar sus estrategias.

Se ha utilizado un método de muestreo heterogéneo, encuestando a 1157 colaboradores que trabajan en México sobre el tema de productividad y balance vida-trabajo (WLB por sus siglas en Inglés). Se realizaron tres intervenciones independientes en diferentes etapas de la pandemia del COVID-19: al inicio (2020), un año despúes que fué el pico (2021) y finalmente cuando está a la baja y en calma (2022). Se utilizaron diversas herramientas estadísticas como el análisis de tablas de contingencia para investigar la influencia de la productividad percibida y el WLB en el trabajo desde casa en los colaboradores que son propensos a trabajar desde casa.

Los resultados muestran que los colaboradores perciben la productividad igual o mayor cuando trabajan desde casa y el balance vida-trabajo son iguales o en ocasiones mejores. Los hallazgos de este estudio son para llamar la atención de los directivos y gerentes que se niegan a aceptar que han existido cambios y ajustes en las percepciones y necesidades de los colaboradores en las maneras de realizar el trabajo. Las empresas que se niegan a reconocer la necesidad existente de trabajar desde casa pueden enfrentar desafíos importantes en el corto plazo en términos de satisfacción y retención de los empleados.

Este estudio contribuye para ampliar la literatura y poder abordar el tema de las modalidades de trabajo, en particular para profundizar si el trabajo desde casa (WFH) llegó para quedarse. Así mismo, se puede mencionar que la dinámica del regreso a las oficinas puede variar de un país a otro, de una industria a otra y de una empresa a otra, ofreciendo una variedad de reflexiones y puntos de vistas, finalmente este documento es una respuesta a la reflexión sobre el futuro del trabajo, los beneficios del trabajo en casa para México y para la región de LATAM.

Este artigo pretende responder à questão sobre a relevância do futuro do trabalho a partir de casa (WFH, Work from home, por suas siglas em inglês) na perspetiva da produtividade e do bem-estar dos colaboradores. Nesta investigação, o futuro do trabalho a partir de casa é estudado através da análise da produtividade percebida e do equilíbrio entre vida pessoal e profissional no ambiente de trabalho a partir de casa. Este artigo tenta dizer que o trabalho a partir de casa veio para ficar e que os líderes empresariais devem reconhecer este facto e ajustar as suas estratégias.

Foi utilizado um método de amostragem heterogêneo, pesquisando 1.157 funcionários que trabalham no México sobre o tema produtividade e equilíbrio entre vida profissional e pessoal (WLB). Foram realizadas três intervenções independentes em diferentes fases da pandemia da COVID-19: no início (2020), um ano após o pico (2021) e finalmente quando estava em declínio e calma (2022). Várias ferramentas estatísticas, como a análise de tabelas de contingência, foram utilizadas para investigar a influência da produtividade percebida e do WLB no trabalho em casa em funcionários propensos a trabalhar em casa.

Os resultados mostram que os colaboradores percebem uma produtividade igual ou superior quando trabalham a partir de casa e que o equilíbrio entre vida pessoal e profissional é igual ou por vezes melhor. Os resultados deste estudo são para chamar a atenção de diretores e gestores que se recusam a aceitar que tenham havido mudanças e ajustes nas percepções e necessidades dos funcionários nas formas de fazer o trabalho. As empresas que se recusam a reconhecer a necessidade existente de trabalhar a partir de casa podem enfrentar desafios significativos a curto prazo em termos de satisfação e retenção dos colaboradores.

Este estudo contribui para ampliar a literatura e poder abordar a questão das modalidades de trabalho, em particular para aprofundar se o trabalho em casa (WFH) veio para ficar. Da mesma forma, pode-se mencionar que a dinâmica de retorno aos escritórios pode variar de um país para outro, de uma indústria para outra e uma empresa para outra, oferecendo uma variedade de reflexões e pontos de vista. Em última análise, este documento é um resposta. para refletir sobre o futuro do trabalho, os benefícios de trabalhar em casa para o México e a região LATAM.