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Article
Publication date: 11 April 2023

M. Muzamil Naqshbandi, Ibrahim Kabir, Nurul Amirah Ishak and Md. Zahidul Islam

Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the…

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Abstract

Purpose

Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the intervening role of work engagement.

Design/methodology/approach

The authors adopted a quantitative approach and collected data from 277 employees working in universities in Nigeria. Partial least square structural equation modelling was used to analyse the data and test the hypotheses.

Findings

The findings reveal that flexible work, not telework, has a significant and positive effect on job performance. It also emerges that flexible work positively affects work engagement, and work engagement significantly mediates the relationship between flexible work and job performance. However, the findings do not support the effect of telework on work engagement and the mediating role of work engagement in the proposed relation between telework and job performance.

Originality/value

The paper provides fresh insights by linking the components of the hybrid workplace model with job performance and employee work engagement and extending the JD-R model to the hybrid workplace setting. The practitioners can benefit from the findings of this study by factoring in the importance of the hybrid workplace model in designing policies and procedures to promote job performance.

Article
Publication date: 19 April 2023

Emmanuel Oppong Peprah

This study aims to find out if organizations are still practicing a hybrid workplace arrangement after COVID-19 ease of restrictions, determine the positive and negative sides of…

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Abstract

Purpose

This study aims to find out if organizations are still practicing a hybrid workplace arrangement after COVID-19 ease of restrictions, determine the positive and negative sides of a hybrid workplace, ascertain the challenges organizations are currently facing in implementing a hybrid workplace and examine how successful team learning has been in hybrid workplaces.

Design/methodology/approach

This study adopted a mixed approach. Two sets of data (quantitative and qualitative) were used to answer the research questions.

Findings

This study found that most organizations within professional service firms are still implementing hybrid workplaces even though COVID-19 restrictions have been eased. This study also found that one of the advantages of implementing a hybrid work arrangement includes employees’ opportunity to spend more time with their families. On the other hand, the disadvantages discovered were gradual loss of corporate identity, a feeling of loneliness and others. One of the challenges organizations are facing in implementing this working system is the lack of an ergonomic workplace and appropriate technology for remote working. With evidence, this study ends with finding out that companies are not successful as expected in terms of team learning in a hybrid workplace.

Originality/value

To the best of the author’s knowledge, this is among the first to look at hybrid workplace in the African setting where COVID restrictions which highlights the practice has not really been an issue. This study also combines its findings with those done on the subject before to firmly clarify attributes as they exist.

Details

The Learning Organization, vol. 31 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 11 May 2023

Jungmin (Jamie) Seo and Ellen Eun Kyoo Kim

This paper aims to provide a comprehensive overview of the challenges and employee development strategies for executives and managers when managing flexible work systems.

Abstract

Purpose

This paper aims to provide a comprehensive overview of the challenges and employee development strategies for executives and managers when managing flexible work systems.

Design/methodology/approach

The paper takes an employee development perspective to discuss management strategies of flexible work systems. Research findings on the effects of work flexibility through flexible work systems, the challenges and the development strategies that executives and managers can use were reviewed from multi-level perspectives.

Findings

The flexible work system is the new normal in the workplace. Lack of social and face-to-face interactions reduces employees’ social learning, jeopardizing managerial justice and weakening the culture. To remain competitive and retain talented employees, executives should reexamine their current employee development strategies and implement new strategies that fit the characteristics of flexible work systems.

Originality/value

To the best of the authors’ knowledge, this is the first comprehensive review of employee development strategies for flexible working arrangements. The paper provides practical guidelines and insights for executives and leaders managing employees under various flexible work systems.

Details

Journal of Business Strategy, vol. 45 no. 2
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 21 September 2022

Elisa Mattarelli, Carlotta Cochis, Fabiola Bertolotti and Paula Ungureanu

This paper investigates how (1) a work environment designed to sustain creativity (i.e. through flexible arrangements and elements of the social-organizational work environment…

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Abstract

Purpose

This paper investigates how (1) a work environment designed to sustain creativity (i.e. through flexible arrangements and elements of the social-organizational work environment) and (2) the amount of enacted work interactions among employees, interpreted as facilitators of new idea generation (i.e. outdegree centrality in instrumental networks), differently impact creativity and work–life balance.

Design/methodology/approach

The authors conducted a quantitative study in a knowledge-intensive multinational company and collected data through a survey on a sample of 207 workers.

Findings

Findings highlight that flexible work arrangements are positively related to increased work–life balance but not to creativity, whereas having access to a social-organizational work environment designed to foster creativity is associated to an increased level of idea generation, but to a reduction in work–life balance. In addition, centrality in instrumental social networks is also associated to a reduction of work–life balance. Findings thus point to a potential trade-off between structures aimed at increasing creativity and initiatives aimed at engendering work–life balance.

Originality/value

The research contributes to the current debate on new organizational practices for innovation and creativity, highlighting their unexpected implications for workers. The research also contributes to the literature on work–life balance by unraveling previously unexplored antecedents, i.e. social networks and the social-organizational work environment designed for creativity.

Details

European Journal of Innovation Management, vol. 27 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 February 2024

Peixu He, Hanhui Zhou, Qiongyao Zhou, Cuiling Jiang and Amitabh Anand

Employees may adopt deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands. Drawing from the conservation of resources…

Abstract

Purpose

Employees may adopt deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands. Drawing from the conservation of resources (COR) theory, this study aims to develop and test a model of deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands.

Design/methodology/approach

In total, 300 service employees have joined the three-wave surveys. Path analysis and bootstrapping methods were used to test the theoretical model.

Findings

Results suggest that knowledge requests during nonworking time could deplete employees’ resources and increase their tendency to engage in DKH, whereas work recovery and emotional exhaustion mediate this relationship. In addition, employees’ work–family segmentation preferences (WFSP) were found to moderate the direct effects of nonworking time ICT demands on employees’ work recovery and emotional exhaustion and the indirect effects of knowledge requests after working hours on DKH through employees’ work recovery and emotional exhaustion.

Originality/value

First, the findings of this study shed light on the relationship between knowledge requests during employees’ nonworking time and knowledge hiding, suggesting that knowledge hiding could occur beyond working hours. Second, drawing on COR theory, this study explored two joint processes of resource replenishment failure and depletion and how nonworking time ICT demands trigger knowledge hiding. Third, the interaction effect of individuals’ WFSP and nonworking time factors on knowledge hiding deepens the understanding of when nonworking time ICT demands may induce knowledge hiding through various processes.

Article
Publication date: 29 January 2024

Kareem M. Selem, Muhammad Haroon Shoukat, Ali Elsayed Shehata, Muhammad Shakil Ahmad and Dogan Gursoy

This paper highlights the effects of supervisor bullying (SBL) on work–family conflict (WFC), employee voice behavior (EVB), working compulsively (WCO) and working excessively…

Abstract

Purpose

This paper highlights the effects of supervisor bullying (SBL) on work–family conflict (WFC), employee voice behavior (EVB), working compulsively (WCO) and working excessively (WEX), as well as the effects of WFC, EVB and WEX on employees' sleeping problems.

Design/methodology/approach

Data were gathered from 473 five-star hotel employees, and their responses were analyzed using AMOS v.23.

Findings

SBL significantly lowers EVB while significantly increasing WFC. SBL increases WEX and WCO levels, which may be considered a short-term positive outcome of SBL.

Originality/value

This paper will help improve understanding of employee reactions to an emotionally charged workplace occurrence.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 9 January 2024

Mostafa Ayoobzadeh, Linda Schweitzer, Sean Lyons and Eddy Ng

As young individuals transition from educational settings to embark on their career paths, their expectations for their future careers become of paramount importance. Ng et al.

Abstract

Purpose

As young individuals transition from educational settings to embark on their career paths, their expectations for their future careers become of paramount importance. Ng et al. (2010) examined the expectations of young people in post-secondary education in 2007; those colloquially referred to as “Millennials” or “GenY”. The present study replicates Ng et al.'s (2010) study among a sample of post-secondary students in 2019 (referred to as Generation Z or GenZ) and compares the expectations of young adults in GenY and GenZ.

Design/methodology/approach

This study employs a time-lag comparison of GenY and GenZ young career entrants based on data collected in 2007 (n = 23,413) and 2019 (n = 16,146).

Findings

Today's youth seem to have realistic expectations for their first jobs and the analyses suggest that young people continue to seek positive, healthy work environments which make room for work–life balance. Further, young people today are prioritizing job security and are not necessarily mobile due to preference, restlessness or disloyalty, but rather leave employers that are not meeting their current needs or expectations.

Practical implications

Understanding the career expectations of young people allows educators, employers and policymakers to provide vocational guidance that aligns those expectations with the realities of the labor market and the contemporary career context.

Originality/value

While GenY was characterized as optimistic with great expectations, GenZ can be described as cautious and pragmatic. The results suggest a shift away from opportunity, towards security, stability, an employer that reflects one's values and a job that is satisfying in the present.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 6 February 2024

Ana Junça Silva and Rosa Rodrigues

This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association…

1029

Abstract

Purpose

This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association between role ambiguity and turnover intentions; however, only a handful of studies focused on examining the potential mediators in this association. The authors argued that role ambiguity positively influences turnover intentions through affective mechanisms: job involvement and satisfaction.

Design/methodology/approach

To test the model, a large sample of working adults participated (N = 505).

Findings

Structural equation modeling results showed that role ambiguity, job involvement and job satisfaction were significantly associated with turnover intentions. Moreover, a serial mediation was found among the variables: employees with low levels of role ambiguity tended to report higher job involvement, which further increased their satisfaction with the job and subsequently decreased their turnover intentions.

Research limitations/implications

The cross-sectional design is a limitation.

Practical implications

Practical suggestions regarding how organizations can reduce employee turnover are discussed.

Originality/value

The findings provide support for theory-driven interventions to address developing the intention to stay at work among working adults.

Details

International Journal of Organizational Analysis, vol. 32 no. 11
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 25 December 2023

Luz Esmeralda Hernández Martínez and Zeidy Edith Chunga-Liu

This research aims to determine the influence that work flexibility (WF) has on the happiness of workers through the work and personal life balance, work-life balance (WLB), as a…

Abstract

Purpose

This research aims to determine the influence that work flexibility (WF) has on the happiness of workers through the work and personal life balance, work-life balance (WLB), as a mediating variable, as well as the moderating role of gender between WLB and job happiness (JH). A structural model that describes the interactions between these study variables is proposed.

Design/methodology/approach

A quantitative approach was used. The data were collected by non-probabilistic sampling, surveying 200 mid-level employees in small and medium industrial enterprises (industrial SMEs). The proposed hypotheses were analyzed and tested using partial least squares structural equation modeling.

Findings

The results confirmed the hypotheses presented. In the relation of WLB and JH, positive work-family and family-work interactions would result in a greater increase in JH in the women group compared to men, and special characteristics were found in the variables in the Mexican context.

Practical implications

This study will provide information to those responsible for the human resources departments of companies to design and implement good practices in which importance can be given to labor agreements involving WF and the implementation of WLB policies differentiated by gender to generate happiness at work.

Originality/value

The JH construct proposed by Fisher (2010) was applied, and its relationship with WF and WLB in a post-pandemic context was studied. The research applied to supervisors and area managers of industrial SMEs reflects the importance of considering the balance between their life and work to achieve JH, understanding it as job satisfaction and more commitment to work, in addition to considering the differences by gender.

Details

Journal of Management Development, vol. 43 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 29 August 2023

James Robert Blair, Lisa Jones, Marie Manning, Joanne McGlown, Curtis Streetman and Carolin Walz

Higher education has experienced some significant changes over the past few years including a highly competitive landscape, use of new technology, managing COVID protocols and…

Abstract

Purpose

Higher education has experienced some significant changes over the past few years including a highly competitive landscape, use of new technology, managing COVID protocols and guiding students to resources that ensure their success. With prior research highlighting the changes in the workforce and poor working conditions of part-time faculty, this study aims to explore full-time perceptions of several employment-related variables to determine how these significant workplace changes have impacted them.

Design/methodology/approach

A mixed-methods approach is used. This includes a questionnaire being sent out via e-mail to faculty at a medium-sized, public, regional university located in the USA. This was sent through two separate listservs: full-time faculty listserv and part-time faculty listserv. The questionnaire included quantitative and qualitative questions. A one-way ANOVA was used to detect significant differences between the two groups of interest for the quantitative components. The qualitative portions of the questionnaire provided deeper insights into employee perceptions of their workplace.

Findings

This research uncovers some alarming trends for full-time faculty within higher education. Across several different employment variables, full-time faculty perceptions are significantly worse than part-time faculty. This includes work–family conflict, pay perceptions, compensation opportunities, online teaching experiences, overwhelming work activities, technology provided, travel funding provided, perceived satisfaction of a faculty advocate and perceived benefits of a faculty advocate. Qualitative and quantitative results support these findings and provide additional clarification as to why they have these negative workplace perceptions.

Research limitations/implications

A convenience sample was used, where data was only gathered from one university. Future research could replicate finding with more universities varying in their make-up and location to determine if these results hold across the USA and internationally. Some measures did not use established scales in the literature, and some were single-item measures. Future research could replicate findings using established scales with multi-item measures to provide more confidence the results produced that are reliable and valid.

Practical implications

These results suggest alarming concerns for higher education institutions regarding their full-time faculty. Human resource managers and administrators at universities should respond to “the alarm” from this research and internal employee satisfaction surveys they have conducted with their employees. Changes should be made at higher education institutions to improve employee workplace perceptions in hopes of retaining valuable employees and improving worker morale to increase productivity. The recent workplace changes and challenges for full-time faculty are negatively impacting their workplace perceptions.

Social implications

As a result of full-time faculty having significantly worse perceptions across all measured employment variables than their part-time colleagues, who already had poor perceptions, the authors may see more “good” employees leaving the industry for other more lucrative options. Others may become “dead wood” in the university and engage in “quite quitting” resulting in less productivity. With the tenure process protecting professors, this may result in universities being “stuck” with many unmotivated professors and hurt the quality of educational services provided. Some professors may even act out negatively toward the university. This could damage the quality of education provided at universities and perceptions of higher education by society.

Originality/value

To the best of the authors’ knowledge, this is the first study comparing full-time and part-time faculty workplace perceptions across several variables. After previous study has highlighted the poor work conditions and perceptions of part-time faculty, this study adds to the discussion showing that significant changes in the workplace have resulted in full-time faculty now perceiving their employment to be significantly worse than their part-time colleagues. This can have significant short-term and long-term ramifications for the industry that will make it more difficult for universities to attract talented individuals to choose a career in education and retaining their best workers based on current employment perceptions.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

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