Search results

1 – 10 of 202
Open Access
Article
Publication date: 30 April 2021

Ilona Toth, Sanna Heinänen and Kaisu Puumalainen

In response to the increasing interest in entrepreneurs' well-being in both the entrepreneurship and management research fields, this study builds and tests a research model on…

5478

Abstract

Purpose

In response to the increasing interest in entrepreneurs' well-being in both the entrepreneurship and management research fields, this study builds and tests a research model on the role of entrepreneurial passion for inventing in work engagement in the context of modern knowledge work. The research argument is built on the job demands–resources model, the most commonly used frame for measuring employee well-being in work and organization psychology. The research setting in this study compares digital entrepreneurs and freelancers with traditional knowledge workers and part-time platform workers in terms of passion and engagement.

Design/methodology/approach

Using a quantitative research design, the authors collected data from 349 highly specialized knowledge workers through anonymous questionnaires. The research hypotheses were tested with linear and logit models.

Findings

The results show that entrepreneurial passion is positively related to increased job demands and work engagement and that job demands can have a positive effect on work engagement in highly complex knowledge work.

Originality/value

The study contributes to the entrepreneurship literature by expanding the analysis of entrepreneurial passion outside the entrepreneurship context and into work engagement theory by adding passion for inventing as an important motivational factor in modern knowledge work. Extant literature on the consequences of work digitalization is still scarce, and this study provides insights into successful working on digital platforms.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 27 no. 9
Type: Research Article
ISSN: 1355-2554

Keywords

Open Access
Article
Publication date: 10 May 2021

Abhilasha Dixit and Yogesh Upadhyay

In the backdrop of job demands-resources model, the purpose of this paper is to investigate the effect of selected job resources (job autonomy and rewards and recognition) and job

3154

Abstract

Purpose

In the backdrop of job demands-resources model, the purpose of this paper is to investigate the effect of selected job resources (job autonomy and rewards and recognition) and job demands (problem with work) on innovative work behaviour through the mediation of employee engagement in the higher education sector of India.

Design/methodology/approach

The sample consists of randomly selected 275 teachers from higher education institutions from a city in India. This study used PLS-SEM for data analysis.

Findings

The results suggest that employee engagement associates closely with innovative work behaviour. Job autonomy, one of the resources, affects innovative work behaviour directly and its effect does not move via employee engagement. Further, reward and recognition does not impact innovative work behaviour directly, rather, its effect moves through employee engagement. Finally, the work suggests that employee engagement mediates between selected job resources and job demands and innovative work behaviour.

Research limitations/implications

This study can be extended to include more demands and resources which are unique to academic institutions. For example, a transparent career path to all teachers or a high-octane research culture can serve as a boon. Additionally, their interaction effect can also be studied. The present study being a cross-sectional study, at best, offers a snap-shot view of relationship among the variables.

Practical implications

This study shall help organizations to use job resources and job demands to enhance teachers’ engagement and innovative work behaviour. Specifically, results of this study offer a reason to academic institutions to give more autonomy and rewards to their teachers to eke out innovative work behaviour.

Social implications

Firstly, this study will have a positive outcome for students who will be the prime beneficiaries of innovative work behaviour of teachers. Secondly, broadly the society and its constituents will get benefited by improvement in research outcomes.

Originality/value

The outcome of this study proposes that job autonomy and reward and recognition do not connect with employee engagement and innovative work behaviour in a known way.

Details

RAUSP Management Journal, vol. 56 no. 2
Type: Research Article
ISSN: 2531-0488

Keywords

Open Access
Article
Publication date: 16 November 2022

Fatima Mahomed, Pius Oba and Michael Sony

The COVID-19 pandemic has rapidly accelerated a shift to remote working for previously office-based employees in South Africa, impacting employee outcomes such as well-being. The…

4848

Abstract

Purpose

The COVID-19 pandemic has rapidly accelerated a shift to remote working for previously office-based employees in South Africa, impacting employee outcomes such as well-being. The remote work trend is expected to continue even post the pandemic, necessitating for organizational understanding of the factors impacting employee well-being. Using the Job Demands–Resources model as the theoretical framework, this study aims to understand the role of job demands and resources as predictors of employee well-being in the pandemic context.

Design/methodology/approach

A self-administered online survey questionnaire was used to gather quantitative data about remote workers’ (n = 204) perceptions of specifically identified demands, resources and employee well-being. Descriptive statistics, Pearson’s correlation and moderated hierarchical regression were used to analyse the data.

Findings

This study found that job demands in the form of work–home conflict were associated with reduced employee well-being. Resources, namely, job autonomy, effective communication and social support were associated with increased employee well-being. Job autonomy was positively correlated to remote work frequency, and gender had a significant positive association to work–home conflict. Social support was found to moderate the relationship between work–home conflict and employee well-being. Findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. This study advances knowledge on the role of demands and resources as predictors of employee well-being of remote workforces during COVID-19 and beyond.

Originality/value

This paper provides insight on employee well-being during COVID-19 remote work. Further, the findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. To the best of the authors’ knowledge, this is the first study carried out to explore the employee well-being during COVID-19 pandemic and will be beneficial to stakeholders for understanding the factors impacting employee well-being.

Details

European Journal of Training and Development, vol. 47 no. 10
Type: Research Article
ISSN: 2046-9012

Keywords

Open Access
Article
Publication date: 2 December 2020

Himanshu Singla, Amandeep Singh and Pooja Mehta

Based on the job demands–resources (JD-R) model, this study aims to answer a key research question, i.e. can the job characteristics (i.e. job demands and resources) affect…

1609

Abstract

Purpose

Based on the job demands–resources (JD-R) model, this study aims to answer a key research question, i.e. can the job characteristics (i.e. job demands and resources) affect intention to retire early? Additionally, a mediating effect of emotional exhaustion and organizational commitment on the relationships of job demands and job resources, respectively, with early retirement intentions has been explored in the study.

Design/methodology/approach

The data has been collected from survey of 450 employees from the banking sector in the state of Punjab (India). A structured questionnaire adapted from past literature has been used as survey instrument for the study. Partial least squares structural equation modelling has been applied in the study using latest version of SmartPLS (version 3.2.8) software.

Findings

Both job resources and job demands have a direct significant impact on early retirement intentions. Moreover, a significant partial mediation effect of emotional exhaustion and affective organizational commitment has also been found out on the relationship of job demands and job resources with early retirement intentions, respectively.

Originality/value

The study makes incremental contribution by highlighting the role of both deterrent and motivational factors that either instigate or discourage early retirement intentions among employees. It offers valuable insights for the organizations to use efforts for curtailing the excessive job demands that lead to emotional exhaustion and further result in early retirement intentions. Besides this, adequate job resources should be provided to the employees that lead to the development of affective organizational commitment, which further helps in sustaining the workforce until their actual retirement age.

Details

Organization Management Journal, vol. 18 no. 2
Type: Research Article
ISSN:

Keywords

Open Access
Article
Publication date: 13 April 2022

Christin Mellner, Walter Osika and Maria Niemi

Contemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and…

2754

Abstract

Purpose

Contemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.

Design/methodology/approach

Forty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.

Findings

Linear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.

Originality/value

The study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.

Details

International Journal of Workplace Health Management, vol. 15 no. 4
Type: Research Article
ISSN: 1753-8351

Keywords

Open Access
Article
Publication date: 14 February 2023

Katarina Katja Mihelič, Nada Zupan and Ajda Merkuž

At the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel…

2155

Abstract

Purpose

At the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment.

Design/methodology/approach

This study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.

Findings

Apart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect.

Practical implications

Managers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency.

Originality/value

Our study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Open Access
Article
Publication date: 24 October 2022

Liisa Mäkelä, Vesa Suutari, Anni Rajala and Chris Brewster

This study explores whether expatriation type (assigned expatriates (AEs) versus self-initiated expatriates (SIEs)) is linked to job exhaustion via possible differences in…

1596

Abstract

Purpose

This study explores whether expatriation type (assigned expatriates (AEs) versus self-initiated expatriates (SIEs)) is linked to job exhaustion via possible differences in required efforts for their jobs and the rewards they gain from them, and/or the balance between efforts and rewards. Adopting effort–reward imbalance (ERI) and job demands/resources (JD-R) theories, the authors study the possible role of ERI as a mediator between expatriation type and job exhaustion.

Design/methodology/approach

An online survey was carried out in co-operation with two Finnish trade unions, providing representative data from 484 assigned and SIEs. The authors test this study’s hypotheses through latent structural equation modelling, and the analysis was conducted with Stata 17.0 software.

Findings

The results show that ERI between them are correlated with the job exhaustion of expatriates in general and there are no direct links between expatriation type and job exhaustion. The required effort from AEs was higher than that from SIEs though no difference was found for rewards, and the match between effort demands and rewards is less favourable for AEs than SIEs. AEs experienced higher job exhaustion than SIEs because of the higher effort demands and greater imbalance between efforts and rewards.

Originality/value

The study examines the work well-being of two types of expatriates and explores the underlying mechanisms that may explain why they may differ from each other.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 10 no. 4
Type: Research Article
ISSN: 2049-8799

Keywords

Open Access
Article
Publication date: 9 August 2022

João Vasco Coelho

Managerial discourses tend to portray work-related mobility practices in a positive light, presenting mobility assignments as a place of stimulus and differentiation. A conception…

1166

Abstract

Purpose

Managerial discourses tend to portray work-related mobility practices in a positive light, presenting mobility assignments as a place of stimulus and differentiation. A conception of mobility as an opportunity, may contrast, in specific economies and business settings, with lived personal experiences. This article reports the results of a three-year study, aimed to question how multinational companies (MNCs) located in a small and developing European economy (Portugal) are building talent pools for expatriate assignments. Interaction effects, as proposed by the job demands-resources (JD-R) theory, are considered as lens to understand the interplay of company expatriate policies, willingness profiles and psychological contracts of expatriates. By using a Portuguese sample, the study examines whether prior findings in mature economies and consolidated MNCs can be generalized to less developed international business settings.

Design/methodology/approach

A three-year study, encompassing 24 expatriate cases observed in five multinational firms born or located in Portugal. Two techniques of empirical data collection were used: statistical sources and documental analysis and in-depth interviews. A total of 37 interviews were conducted, both in-person and remotely, of which 13 were with company managers and representatives, and 24 with expatriates (as defined and referred like this by the companies under study).

Findings

Heterogeneous company policies, ranging from juvenile, functionalist to more dynamic and flow-based approaches, are presented as qualifying resources of willingness levels and psychological contracts of expatriates. Observed interaction effects between policies, willingness and psychological contracts, empirically mirrored in three profiles (conformist, protean and disrupted expatriates) suggest that incentive effects (emanating from company policies) and job demand-resource balance, factored as terms of social and economic trade, are non-linear and asymmetric, influencing firm propensity to succeed while using international work to support company expansion goals. As job resources, expatriate policies are presented as operating as pull or push factors: functionalist HR approaches seem to act as push factors generating more conformist or compelled willingness profiles.

Research limitations/implications

Generalization of study's outcomes has limitations. Future studies are encouraged to use comparative and longitudinal research designs. Furthermore, future research should include business expatriates with entry-level positions, and increase the number of interviewees, as results can also be considered as limited by sample size.

Practical implications

It is suggested that further strategic work is needed to present expatriation development value, formally screen and consider willingness level as selection criteria, and enlarge the pool (from internal to external) of candidates, in peripheral economic settings such as Portugal. A shift to more dynamic and job resource-dense policies are suggested as beneficial, as pathway to optimize social and economic value from expatriation assignments and work experiences.

Originality/value

By putting the interplay between macro and micro-level processes into perspective, the study provides empirical evidence on how company expatriate policies have come to promote unforeseen differentiation of employee willingness and psychological contracts at the heart of MNCs. This is particularly relevant in developing economies such as Portugal, challenging the need to build talent pools for international work assignments. Empirical data illustrating company policies interactive effects with different willingness profiles and psychological contracts of expatriates is provided.

Open Access
Article
Publication date: 29 April 2021

Stephen T.T. Teo, Diep Nguyen, Azadeh Shafaei and Tim Bentley

Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM…

4810

Abstract

Purpose

Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.

Design/methodology/approach

A moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.

Findings

There was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.

Research limitations/implications

The authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.

Practical implications

Burnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.

Originality/value

This study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.

Details

Employee Relations: The International Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Open Access
Article
Publication date: 6 May 2022

Muhammad Shariat Ullah, Muhaiminul Islam and Minhajul Islam Ukil

This study aims to explore the influence of perceived hope, intrinsic spirituality and supervisor support on job involvement at the time of work from home during the COVID-19…

1693

Abstract

Purpose

This study aims to explore the influence of perceived hope, intrinsic spirituality and supervisor support on job involvement at the time of work from home during the COVID-19 pandemic.

Design/methodology/approach

The sample included 263 employees working from home (WFH) for the first time in their careers due to COVID-19. The authors applied structural equation model and multigroup analysis (MGA) in SmartPLS3 to examine the hypothesized relationships, and artificial neural network (ANN) analysis to determine the relative influence of the antecedents.

Findings

Results indicate that both personal (such as perceived hope and intrinsic spirituality) and job (supervisor support) resources determine job involvement during remote working, with a moderating impact of age on the relationship between intrinsic spirituality and job involvement. The ANN analysis shows that perceived hope is the most influential determinant of job involvement when employees work from home.

Practical implications

This study suggests that when employees work remotely, organizations can generate higher job involvement by conveying a higher perception of hope and spirituality and providing supervisor support through planned hope interventions, promoting prosocial behavior and making changes in leadership style (check on instead of check-in).

Originality/value

This study extends the job demands-resources (JD-R) model with new insights into the impact of personal and job resources on job involvement during the new normal remote working era.

Details

Management Matters, vol. 19 no. 1
Type: Research Article
ISSN: 2752-8359

Keywords

1 – 10 of 202