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This research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India.

Data from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros.

The results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity.

This study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases.

The three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.

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.

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.

The purpose of this paper is to investigate the impact of organizational norms on employee productivity within the higher education sector in UAE.

A quantitative research approach was used to investigate 89 respondents from higher education institutions. An online survey approach was used to investigate the opinions of respondents with regard to the impact of organizational norms on employee productivity in UAE. The data were then statistically analyzed using SPSS version 22.

The results showed a positive association between the investigated organizational norms and employee productivity. Furthermore, there was a significant relationship between age and organizational norms. Increase in employee age corresponds to an increase in employee productivity.

This study has made a novel contribution, since there is a significant lack of research surrounding the influence of organizational norms on employee productivity in the higher education institutions in UAE.

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between productivity and employee empowerment.

The research is based on two engineering fabrication-yard case studies that investigate both qualitatively (via analysis of semi-structured interviews that incorporate a five-point Likert scale, with fabrication-product stakeholders), and also quantitatively (via assessment using SPSS statistical analyses to determine significance and trends in the data-set) the relationship between empowerment and productivity.

The results reveal a positive linear relationship in off-site construction between “employee empowerment factors” and, explicitly fabrication-yard “productivity-levels”. An especially strong and significant positive correlation is found to exist in resource development, worker involvement, process improvement, and task recognition as they refer to off-site construction productivity.

Most academic studies of off-site construction remain largely anecdotal and lack an empirical objective study; as a result, this (fabrication-yard) case-study research provides a useful approach to measure empirically the link between employee empowerment and productivity of off-site construction.

Employee empowerment in the construction industry has long been a focus of analyses; however, there remains a lack of consensus and very few studies into the direct relationship between employee empowerment on the one-hand, and productivity in off-site construction on the other-hand. It is argued here that the on-going new research undertaken in the present study will go beyond subjective opinion towards objective measurement of actual performance in off-site construction.

In today’s global marketplace, the mantra of many service firms is enhanced efficiency and productivity. To increase their bottom line, firms must also expand revenue. They thus face the challenge of ways to increase revenue through customer satisfaction while also achieving productivity gains. The current study aims to offer insight into the role of various resources that encourage frontline employees (FLEs) to become engaged in the pursuit of achieving organisational goals, ultimately enhancing service productivity and customer satisfaction.

A total of 252 customer-FLE dyadic data were collected at a medium-sized retail bank in Ho Chi Minh City, Vietnam.

Results show that personal (self-efficacy) and organisational resources impact FLE productivity directly and indirectly through employee engagement. Importantly, service productivity is then positively associated with customer satisfaction.

Extending previous investigations based on the job demands-resources model and theories of self-efficacy and conservation of resources, this study’s findings empirically support anecdotal accounts of the positive productivity–customer satisfaction relationship.

The results also highlight the importance of the management of human and organisational resources to attain this two-pronged goal.

Using dyadic data (customers and FLEs) collected at a medium-sized retail bank, the authors refute the trade-off effect between attaining employee productivity and customer satisfaction in the service industry. This paper further fills research need to study how various resources available to FLEs can achieve desirable organisational outcomes in service firms – the improvement of both service productivity and customer satisfaction.

The purpose of this paper is to delineate the effect of employee stock option plan (ESOP) on the corporate productivity in view of ever increasing competition among the firms to retain and attract qualified and competent manpower in India.

Based on productivity characteristics in pre‐ESOP adoption period (one year), the research paper studies the ESOP impact on corporate productivity in a three year post adoption period for a sample of 202 listed Indian companies. Nearly half of these companies (99 companies) were classified into control group (non‐ESOP companies) and the others (103 companies) were categorized as experimental group (ESOP companies). Asset turnover ratio (ATO), based on the exhaustive literature survey, was identified and considered exclusive productivity parameter in this research. The significance of productivity differentials among the control and experimental groups were tested using the Wilcoxon Signed Rank test.

The empirical evidence supports the hypothesis that ESOP does not improve the productivity performance of Indian corporate sector in short‐run. Furthermore, the variation of the two respective variables is not significant at any level of risk against the alternate hypothesis for 103 ESOP companies.

The results reported in the study are based on the single productivity parameter (ATO) for three year post ESOP measurement period, which is also limiting factors for obvious reasons.

The outcomes of the study have wider implications for the HR professionals (designing a prudent ESOP plan), HR executives (ESOP implementations and its pitfalls) and the corporate‐employee combine for enriching mutual benefits for harmonious industrial relations.

The research paper under consideration is expected to be a valuable contribution to the existing literature and to different stakeholders identified above.

The purpose of this paper is to clarify whether the age-productivity curve is different for low-waged and high-waged employees.

Productivity growth is decomposed at the firm level into contributions by hired, separated and staying workers. Based on a matched employer-employee database of Estonian firms from 2006 to 2014 and considering the age as well as wages of employees, a panel data model with fixed effects is constructed to show the relative productivity of each cohort of employees.

High-waged employees appeared to be relatively more productive than low-waged employees and middle-aged were more productive than young or old employees. However, the productivity difference between young and old employees was not statistically significant. The age-productivity curve of high-waged employees appeared to be flatter than that of low-waged employees. Only in knowledge intensive services were the low-waged old employees statistically significantly less productive than high-waged old employees. In the manufacturing industry, the young were more productive than in services, in knowledge intensive services the old were less productive than in traditional services.

The productivity of employees is only analysed for cohorts of employees.

Employers can be encouraged to hire older employees because old employees are shown to remain at least as productive as young employees.

The decomposition of labour productivity at the firm level is further developed, as the statistical difference between the productivity of different groups of employees is analysed.

This study aims to examine the impact of flexible work arrangements (FWAs) on employees’ perceived productivity, quality of work and organisational commitment (OC) with a special focus on the United Arab Emirates. It also analyses the mediating effect of employee happiness on the relationship between FWA and employees’ perceived productivity, OC and perceived work quality.

A quantitative, non-experimental correlational study was used for this research project. The study yielded numerical data, which were analysed using a deductive approach. The analysis aimed at exploring the relationships between the constructs, which were viewed as variables; these relationships were considered correlations, mediation and moderation. The sample comprises employees currently working at different public and private sector organisations, representing all major service industries in the UAE. Nine questions were used to assess the flexibility at work and six out of the nine questions were used to measure the level of FWAs using the Likert scale.

FWA has a significant and positive association with the employees’ perceived productivity, quality of work and OC. It was confirmed that happiness plays a mediating role in the relationship between FWA and employee outcomes. The facility allows employees to manage their personal and professional lives with ease using their preferred work method. This ability promotes employee satisfaction. In conclusion, managers and employees around the world should view FWAs as a positive tool to enhance employee productivity and OC, particularly in an emergency like the Covid-19 pandemic.

The participants’ honesty was a limitation, which could raise questions on the validity of this study. This limitation arises when the self-report method is used for data collection. Use of multiple instruments could be another limitation.

Organisational leaders can use FWAs to improve employee outcomes. When an organisation grants flexible work options to employees, it implies that the organisation trusts its employees to complete the task. This factor motivates all employees to work with dedication, which is particularly true if the employees are creative people and wish to work on their preferred time and place.

This study is significant because the findings will allow managers to assess the benefits of using FWAs to improve employee productivity, particularly in the service sector. It combines the aspects of perceived productivity, OC and perceived work quality, as well as employee happiness to assess the role of FWAs in organisations. The study also investigates the influence of FWAs in improving these employee outcomes. Based on the literature review, this study on FWAs is the first of its kind in the UAE, the country using a truly multinational workforce coming from more than 100 countries and cultures.

This paper has three aims: Firstly, it puts the pandemic-induced surge in homeworking into context by charting trends in homeworking in the UK since the early 1980s. Secondly, it examines what effect the growth in homeworking during the pandemic has had on employees' self-reported levels of productivity. Thirdly, it assesses whether the spike in homeworking is a flash in the pan or a permanent feature of the post-pandemic world.

The paper uses cross-sectional and longitudinal data taken from three nationally representative surveys of workers: (1) the Labour Force Survey (LFS), an official government survey carried out between 1981 and 2019; (2) a special module of the Opinions and Lifestyle Survey (OPN), also an official government survey, which has been run every week since the pandemic began in March 2020; and (3) the Understanding Society Covid-19 Study, an online survey of the same people interviewed on six occasions during 2020.

The recent surge in homeworking in the UK during the pandemic has been dramatic. Before 2020, it had taken almost 40 years for homeworking to grow by three percentage points, but its prevalence grew eight-fold virtually overnight as people were instructed to work at home if they can because of the pandemic. Despite theories and predictions to the contrary, employees reported that their productivity was not adversely affected. Seven out of ten employees said that they were able to get as much done while working at home in June 2020 as they were able to do six months earlier. By September 2020, this proportion had risen to 85%. However, around one in six homeworkers reported that their productivity had fallen.

While there are solid theoretical reasons for the paper's findings, these data do not allow us to test all of the mechanisms involved. In addition, our outcome measure relies on employees' self-reports of how their hourly productivity changed when working at home and is not based on a direct measure of changes to output per hour. However, surveys of employers also suggest that, on average, productivity has not been reduced by the pandemic-induced surge in homeworking.

This paper argues that a higher level of homeworking is here to stay. Nine out of ten employees who worked at home during the pandemic said that they would like to continue working at home when they did not have to. Furthermore, those keenest to continue working at home were the most productive, hence providing a business case for a sustained increase in the prevalence of homeworking after the pandemic has passed. Nevertheless, the experience of homeworking varies with those with higher domestic commitments reporting significantly lower levels of productivity.

There is an urgent need to investigate what effect enforced, as opposed to voluntary, homeworking has had on employee productivity. In addition, in order to decide whether continued homeworking should be encouraged or discouraged, policymakers and employers need to know what effect continuing with these arrangements is likely to have on employee productivity. This paper answers these questions using robust survey data collected in the UK throughout 2020, complemented by evidence taken from a variety of employer surveys.