Search results

This study aims to investigate whether social media use (SMU) at work has a curvilinear effect on job performance and whether Cyberloafing (non-work-related use) and job complexity moderate this effect.

Online surveys were conducted in China among WeChat users from multiple organizations working in the office environment, generating 350 valid responses.

The results revealed that there is an inverted U-shaped relationship between SMU at work and job performance through mediations of communication, information sharing and entertainment; such that the relationship is initially positive but becomes weaker as SMU increases and exceeds the optimal level. Notably, it is found that Cyberloafing negatively moderates the relationship between SMU and job performance, and there is a significant joint moderating effect of job complexity and Cyberloafing.

This study improves the research of information system use. It also provides implications for organizations concerned about formulating policies related to individuals' SMU and suggests that SM users and managers should find strategies to arrive at without surpassing the optimal level to maximize productivity.

This paper enriches the job demands-resources model to extend the literature on the advantages and disadvantages of SMU at work, which indirectly affect performance through two job conditions (job resources and demands). The study finds that employees benefit from a moderate amount of SMU at work, once it surpasses the optimal level, job demands surpass job resources and counterproductivity will appear. In addition, Cyberloafing and job complexity moderate the optimal level of SMU at work, which have not yet been investigated.

Logistics companies need creative employees to enhance supply chain resiliency and differentiate service. The purpose of this paper is to adopt a job-resource perspective to investigate the antecedents of frontline employee creativity in the logistics industry and how the impact of such antecedents may differ between different types of logistics companies.

This study used a sample of 226 frontline employees of logistics companies. Structural equation modeling was used to test the model.

The results indicate that job complexity (the extent to which a job is multifaceted) increases customer orientation, customer orientation increases employee creativity, and job complexity increases logistics employee creativity. The mediating effect of customer orientation is stronger for logistics companies that provide a variety of logistics services than for carriers that provide standardized services.

This study is the first to investigate logistics employee creativity and its antecedents. By providing a job-resource perspective, this study provides a novel perspective on why job complexity increases creativity through customer orientation. The findings provide information for logistics companies in terms of job design and resource allocation.

We investigate the relationship between job complexity and skill development of adult workers in Europe using the Cedefop European Skills and Jobs Survey. ¹ The results suggest that challenging workplaces in which jobs are designed to include complex tasks that place high demands on workers’ skills also stimulate skill development. Increasing the degree of job complexity has positive and robust effects on the degree of skill development. Skill development is also positively linked to job tenure. The analysis stresses the importance of on-the-job learning and contextual workplace characteristics for adult workers’ skill development.

Drawing on the theoretical lens of the job demands-resources model, this study builds upon and tests a conceptual model that links customer prioritization, product complexity, business ties, job stress and customer service performance. Conceptualizing customer prioritization and product complexity as job demands and business ties as personal job resources, this research explicates the mediating process by which customer prioritization and product complexity affect customer service performance through job stress and its boundary conditions. The purpose of this paper is to offer a theoretical framework in which business ties moderates the mediated relations of customer prioritization and product complexity to customer service performance.

Structural equation modeling and a moderated mediation analysis were used on a unique multi-level, multi-respondent data set of 248 participants from 124 small and medium-sized enterprises in Turkey.

This study finds that both customer prioritization and product complexity increase job stress. In addition, this paper finds that business ties have a bitter-sweet nature as a personal resource and reverse the relation of customer prioritization to job stress while strengthening the negative direct relation of product complexity to job stress. Finally, this study finds that the indirect relation of customer prioritization to customer service performance through job stress is contingent on business ties. Specifically, this paper finds that high levels of business ties negate the indirect relation of customer prioritization to customer service performance while low levels of business ties exacerbate the negative effects of customer prioritization to customer service performance, channeled through job stress.

The findings demonstrate the critical role that personal networks play in reducing job stress and enhancing customer service performance for small and medium-sized enterprises that adopt customer-centric strategies such as customer prioritization. Nevertheless, the results suggest that the managers need to cognizant of the undesirable consequences of business ties may have on job stress when boundary-spanners handle a wide range of products/services that are technically complex. Accordingly, this study recommends small and medium-size enterprise managers and owners should be cautious in resource allocation to establish informal, personal ties with suppliers, competitors, customers and other market collaborators.

This paper offers a deeper perspective of the relations of customer prioritization and product complexity to job stress and customer service performance. This study also specifies business ties as a personal coping resource, which decreases the undesirable consequences when used in small and medium enterprises that adopt customer-centric strategies.

Drawing on the work design growth model (WDGM), this paper aims to explore the relationship between job complexity and employee creativity through feedback-seeking and the moderating effect of team leaders with a growth creative mindset.

The authors used an online survey to test the hypotheses. Data was collected in three waves from 74 supervisors and 349 paired employees in China.

Job complexity had a positive association with employees’ feedback-seeking, which further linked to employee creativity. This indirect effect was stronger in work teams with leaders endorsing a growth creative mindset.

Job complexity has become prevalent in organizations today. Taking daily complexity as a resource for nurturing employee creativity may balance organizations’ costs on formal training and give them more initiatives in long-term development. In addition, as the growth creative mindset is relatively easy to assess and change, it may bring insights in terms of creativity development.

By empirically testing the behavioural mechanism of WDGM, the learning and development perspective of work design offers a new explanation of the relationship between job complexity and employee creativity. The authors further extend WDGM by identifying leaders’ growth creative mindset to be a boundary condition.

The purpose of the study was to determine the relationship between personal mastery orientation and employee creativity through internalized extrinsic motivation (identified regulation) and intrinsic motivation while testing job complexity as a boundary condition.

The authors tested this study model using a cross-sectional design with a sample of (N = 361). The study population was software developers from across different cities of Pakistan. Respondents were asked to rate themselves on creative behavior. Partial least square structural equation (PLS-SEM) and PROCESS macro were used for data analysis.

The results of the study confirm that personal mastery orientation positively affects employee creativity. Furthermore, both identified regulation and intrinsic motivation mediate the relationship between personal mastery and employee creativity. Job complexity was shown to moderate the direct relationship between personal mastery, identified regulation and intrinsic motivation such that for higher job complexity levels, the relationship between personal mastery and both types of motivation (identified and intrinsic) becomes stronger. The authors confirm that the indirect relationship between personal mastery and employee creativity through identified regulation was contingent upon job complexity level. In comparison, the indirect relationship between personal mastery and employee creativity through intrinsic motivation is not contingent upon the level of job complexity.

There are a few limitations to the authors' study. The current study is based on a cross-sectional design; therefore, this is of limited causal value. The authors suggest the studies examining similar relations to this study model use a longitudinal design. The incumbent of the job reports creative behavior; therefore, this is susceptible to common method bias (CMB). A peer-reported or supervisor-reported creative behavior should be used to eliminate the CMB in future studies.

The authors' study provides valuable input in identifying the complex mechanism through which creative behavior is induced involving individual personality disposition, job attributes and various types of motivations. In this study, the authors tried to reveal the mechanism through which personal mastery orientation predicts creative behavior. In the authors' endeavor of testing the motivational paths through which personal mastery orientation predicts creative behavior, the authors confirmed the efficacy of autonomous-complex motivation based on the self-determination framework. The authors' findings add to the evidence of the importance of intrinsic motivation in inducing creative behavior and recommend that the researcher should not ignore intrinsic motivation when exploring the effectiveness of extrinsic motivation.

The study's findings strengthen the argument of the continuum-like structure of the motivation types under self-determination theory(SDT). The authors argued that intrinsic motivation is a relatively stable type of motivation when creative behavior is involved and is not contingent upon the job attributes. These findings add to the evidence that intrinsic motivation is stable compared to extrinsic motivation. Another important contribution of this study is that the authors identified a boundary condition for the internalized extrinsic motivation when serving as creativity predicting mechanism and ruled the presence of a conditional effect when intrinsic motivation is involved.

The purpose of this paper is to contribute to the field’s understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay of job characteristics and intrinsic motivation for individual innovation.

The study uses time-lagged survey data of a public service organization in Belgium. The analyses are based on more than 80 jobs and more than 1,000 employees. Hierarchical linear modeling was adopted to test cross-level hypotheses.

Innovation requirements influence individual innovation efforts by psychologically empowering employees, but the extent to which psychological empowerment translates into individual innovation depends on job complexity.

A more nuanced understanding is developed of when innovation requirements empower individual innovation, by acknowledging the role of job complexity in this relationship. The current findings contribute to a multilevel integrative understanding of the interplay of the job context and intrinsic motivation.

The purpose of this paper is to examine the two alternative theoretical explanations of disengagement at work. Following the job demands-resources (JD-R) perspective, the relationship between job complexity and disengagement is tested. In accordance with the process model of burnout, the association between exhaustion and disengagement is examined. The paper also examines conservation of resources (COR) as an integrative framework as far as the moderating role of resilience in both these relationships is concerned.

Survey-based quantitative methodology was followed. A total of 138 employees of an agro-processing unit in North India were surveyed, and 119 usable responses were obtained. Besides the constructs of interest, the questionnaire also sought responses on the relevant demographic variables.

Both job complexity and exhaustion predicted disengagement at work. However, contrary to a negatively hypothesized relationship between job complexity and disengagement, a positive association was found. Resilience was found to be negatively moderating exhaustion-disengagement relationship. No influence of resilience was found on the complexity-disengagement association.

The findings could be specific to the sample and to India. Caution should be exercised while generalizing. Future researchers should validate the findings across contexts.

The results suggest that complexity may not necessarily be perceived as a resource. Hence organizations must invest in training and skill development programs for their workers. Further, managers should assess resilience as an important component while selecting workers.

Contrary findings vis-à-vis job complexity and disengagement could have implications for the JD-R perspective. Further, this research integrates alternative explanations of disengagement employing the COR framework.

The relationships between intention to look for work and gender, race, and job complexity are assessed using a national sample of working young adults in the USA (n = 3,622). The effects of gender and race on job complexity are also assessed. The results of the path analysis indicate that women perceive greater complexity in their jobs than do men. The findings also suggest that minority groups experience lower job complexity compared to their Anglo counterparts. Finally, intention to look for work was positively affected by racial minority status and negatively influenced by job complexity. The managerial implications of the findings are discussed and recommendations for future research are provided.

This study extends the actor–context interactionist model of individual innovation from the traditional synergetic pattern to a complementary one. The complementary perspective emphasizes the need for integration of divergence and convergence in enhancing employee's innovative work behavior. This study examines how individual working style relates to innovative work behavior through supportive noncontrolling supervision and job complexity.

The study used a time-lagged research design, collecting data through surveys from 262 employees and their immediate supervisors working in telecommunication companies of Saudi Arabia.

This study found that (1) employee with an intuitively inclined working style (e.g. a divergent predictor) engages in higher levels of innovative work behavior when supportive noncontrolling supervision or job complexity (e.g. convergent factors) is higher; and (2) the positive interactive effect of intuitive working style and supportive noncontrolling supervision on employee's innovative work behavior is stronger when job complexity is higher rather than lower.

This study provides deeper understanding of the interactionist perspective of employees' innovative work behavior. This study is the first of its kind to integrate complementary and synergistic perspectives of actor–context interactionist model of employees' innovative work behavior.