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1 – 10 of 722Suthinee Rurkkhum and Suteera Detnakarin
Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced…
Abstract
Purpose
Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.
Design/methodology/approach
Self-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.
Findings
The full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.
Originality/value
Existing knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.
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Said Al Riyami, Mohammad Rezaur Razzak and Adil S. Al-Busaidi
This study investigates whether prolonged durations of work from home (WFH) leads to workplace ostracism (WO), and whether such relationship is moderated by perceived…
Abstract
Purpose
This study investigates whether prolonged durations of work from home (WFH) leads to workplace ostracism (WO), and whether such relationship is moderated by perceived organizational support (POS). The context of this research is based on the post-COVID-19 pandemic period, when most organizations have either recalled their employees back to their physical workplaces, or in other cases employees are relegated to continued WFH or to a hybrid model that combines both in-office and remote work. The importance of this study is the spotlight it brings to employees who feel ostracized from their workplace due the continued practice of WFH.
Design/methodology/approach
A conceptual model is developed, by leveraging the conservation of resources (COR) theory. The hypotheses are tested by using cross-sectional survey data collected from 240 employees working in various organizations in the Sultanate of Oman from both public and private sectors. The data are analyzed using R Core Team software.
Findings
The findings of the study reveal that WFH does not have any direct impact on WO. However, when POS is applied as moderator, the results indicate that at low levels of POS, the relationship between WFH and WO becomes significant, but not at moderate to high levels of POS.
Research limitations/implications
This study provides insights into how the phenomenon of WFH is likely to influence perceptions of employees in terms of feeling excluded from the organization by being asked to continue to work remotely, while many of their colleagues have returned to their prepandemic workplaces. The implications of the findings are relevant to the growing literature on employee experiences in the realm of emerging work models being introduced by organizations. Among the limitations of this study is the fact that there may be missing mediators that link WFH with WO, and the possibility that such a study if replicated in other cultural contexts may yield different results.
Practical implications
This study presents evidence to managers on leveraging the power of organizational support to ensure that negative emotions among employees such as WO are mitigated.
Originality/value
This appears to be among the first studies that attempts to provide insights into employee perceptions about WO in the postpandemic period, especially with regards to the emerging work arrangements that are primarily based on WFH that are being widely adopted by many organizations around the world. The results of this study provide useful information about how WFH and POS come together to influence emotions of individuals who have been longing to get back to their normal workplace once the social distancing guidelines of the pandemic were lifted.
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Acknowledging the significance of perceived organizational support (POS) for employees’ performance, this study aims to examine the underlying mechanism of task performance in a…
Abstract
Purpose
Acknowledging the significance of perceived organizational support (POS) for employees’ performance, this study aims to examine the underlying mechanism of task performance in a COVID-19 pandemic-induced blended working (TPBW) environment and the role of perceived usefulness of digitalization (PUDBW) in the process.
Design/methodology/approach
Survey data collected from 204 managers of Indian public sector undertakings pursuing blended working for the first time were analyzed using structural equation modelling. A qualitative study on 31 such managers was also performed.
Findings
Although employees perceived an improvement in POS, PUDBW and TPBW (during the COVID pandemic) in comparison to the pre-COVID time when traditional work design was operational, yet the improvement in task performance was not directly influenced by POS. POS had a positive effect on PUDBW, which in turn positively affected TPBW. PUD acted as a mediator. A negative moderation effect of POS on the relationship between PUDBW and TPBW was found.
Practical implications
Findings of the study may help organizations and policymakers to focus on key enablers, such as organizational support and relevant digital initiatives, for ensuring better task performance by their employees during a blended working environment, even in difficult times as the COVID-19 pandemic.
Originality/value
This study, for the first time, examined the proposed relationships in a new work setting of blended working and explained the underlying mediation and moderation mechanisms in their relationships.
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By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of…
Abstract
Purpose
By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of different levels of organizational support during change (i.e. organizational level, supervisory level, coworker level) on firm financial performance and to explore the role of employee work engagement.
Design/methodology/approach
Data were collected during the second outbreak of the COVID-19 pandemic in two waves, approximately 2 weeks apart. A total of 291 employees in the Greek telecommunication industry completed questionnaires examining the POS during change and consequently, their supervisors evaluated their work engagement. The research model was tested with the use of structural equation modeling.
Findings
The research findings note the importance of different levels of organizational support during change; they describe how each level influences employees' work engagement as well as they confirm that employee work engagement mediates the relationship between POS during change and firm financial performance. Theoretical and practical implications of these findings are discussed.
Practical implications
The results indicate that should firms manage to influence positively employees' work engagement by providing support at all levels during change, they may boost their financial performance.
Originality/value
The research findings provide new insights into how POS and work engagement may influence firm financial performance. The originality of this study lies in the finding that employees' work engagement mediates the relationship between POS during change and firm financial performance. Further, the study was carried out in the Greek telecommunication industry during the second outbreak of the COVID-19 pandemic.
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Said Al Riyami, Mohammad Rezaur Razzak and Adil S. Al-Busaidi
Sweeping changes are underway in the world of work where new work-models such as permanent work-from home mandates are being implemented by many organizations in the aftermath of…
Abstract
Purpose
Sweeping changes are underway in the world of work where new work-models such as permanent work-from home mandates are being implemented by many organizations in the aftermath of the COVID-19 pandemic. Although cost benefits for organizations are obvious from such measures, little is known about how emotions of employees are affected by such measures. A recent industry survey reveals that some employees feel that they are being ostracized from their normal workplace while others are being allowed to return to their normal office settings. However, there appears to be dearth of empirical studies on how employees are coping with workplace ostracism (WO), and whether such emotions are related to factors such as their levels of mindfulness and perceived organizational support (POS). Therefore, this study deploys the stress and coping theory to suggest that individuals with high levels of mindfulness are less likely to experience WO, and that such a relationship is further moderated by POS.
Design/methodology/approach
The hypotheses developed in this study are tested through survey data collected from 240 employees who work for various large organizations in Oman. Eligible respondents are employees who have been directed by their employers to continue to work from home even after a large portion of their colleagues have returned to their physical offices.
Findings
The data is analyzed with R Core Team software. The findings reveal that employees with high levels of mindfulness reported lower levels of WO. Furthermore, POS moderates the inverse relationship between mindfulness and WO at moderate and high levels of POS but not when organizational support is perceived to be at low levels.
Research limitations/implications
This study suffers from several limitations. First, the study is cross-sectional in nature and does not capture how the perceptions of workplace ostracism change over time. Considering that majority of the new directives to employees to permanently work from their remote locations are quite recent. Second, this study posits the effect of mindfulness as a trait on WO and does not consider other constructs. Third, the demographic details of the respondents indicates that bulk of the employees that were asked by their employers to continue to work from home even after the COVID-19 restrictions were lifted were women (68%).
Practical implications
Practically, the relationships between mindfulness, perceived organizational support and workplace ostracism provide useful managerial knowledge. This is particularly important considering the fact that the influence on employee perceptions due to these new work models are yet to be fully realized. As a result, managers can fine-tune their organizational communication and their training programs toward developing awareness of the present among employees to enable them to appraise new organizational policies from a more holistic long-term perspective. Additionally, the management can also emphasize sufficient material and psychological support for employees that are required to remain working from home.
Originality/value
This study appears to be among the first empirical research that provides evidence on the inverse relationship between mindfulness and WO, especially in the context of the new work-models in the post pandemic period. Additionally, the study demonstrates that moderate to high levels of POS can further mitigate WO among individuals with higher levels of mindfulness.
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In traditional point‐of‐sale (POS) systems, an in‐house database server processes all sales transactions it receives from local client computers. Such systems incur high costs…
Abstract
Purpose
In traditional point‐of‐sale (POS) systems, an in‐house database server processes all sales transactions it receives from local client computers. Such systems incur high costs because of operational requirements, such as professional maintenance, the sophisticated server hardware required, and scalability requirements. For small retailers that want to use POS systems but have relatively limited financial resources, these expensive operational requirements are big obstacles. Considering these issues, the purpose of this paper is to suggest a POS system that is adequate for small businesses.
Design/methodology/approach
Using a simulation method, the authors tested and compared the operational performance of POS systems in two different environments, i.e. the remote server‐client environment and the local server‐client environment.
Findings
One possible solution is for a group of small retailers to use a shared, remote database server, but such servers often have reliability and performance issues. To resolve these issues, the authors suggest a POS system that utilizes local data tables embedded in each client's computer. This system consists of a remote database server and a group of client POS computers with off‐line data‐handling capabilities. The results indicated that it is possible for small businesses to obtain significant benefits from an affordable POS system based on a remote client‐server model that utilizes a local data cache.
Practical implications
The results of this study indicated that small businesses may obtain significant benefit from the affordable POS systems based on a remote client‐server model that utilizes a local data cache.
Originality/value
The literature lacks studies on small businesses' accessibility to POS systems. The study fills this literature gap and shows a technological solution to provide affordable POS systems to small businesses, which have not been paid much attention by POS vendors.
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Omaima Hajjami and Oliver S. Crocco
The purpose of this study is to investigate the factors that influenced employee engagement in the context of remote work as a result of the COVID-19 pandemic and compare them…
Abstract
Purpose
The purpose of this study is to investigate the factors that influenced employee engagement in the context of remote work as a result of the COVID-19 pandemic and compare them with antecedents of employee engagement in traditional workplaces.
Design/methodology/approach
This study adopted an integrative literature review design of 27 empirical and conceptual peer-reviewed journal articles from a host of academic databases. Data were analyzed via a matrix and mapped onto individual and organizational antecedents of employee engagement.
Findings
This study identified 18 antecedents of remote work, which were categorized into individual antecedents, for example, mindfulness and digital literacy, as well as organizational antecedents, for example, job autonomy and supportive leadership. These findings were compared with antecedents of employee engagement in traditional workplaces to generate new knowledge about the impact of remote work on employee engagement as a result of the large shift to remote work in 2020.
Originality/value
This study synthesizes the most recent literature on antecedents of employee engagement in remote work settings as the result of the pandemic and contrasts these new approaches with previously identified antecedents of employee engagement in traditional workplaces.
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Rima M. Bizri and Sevag K. Kertechian
This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves…
Abstract
Purpose
This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.
Design/methodology/approach
Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.
Findings
The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.
Research limitations/implications
To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.
Originality/value
An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.
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Martha Harunavamwe and Herbert Kanengoni
The study assessed the impact of technostress creators, work–family conflict and perceived organisational support (POS) on work engagement for employees operating within the…
Abstract
Purpose
The study assessed the impact of technostress creators, work–family conflict and perceived organisational support (POS) on work engagement for employees operating within the virtual and hybrid work settings. The idea is to redefine the antecedents of work engagement in work settings that are characterised by excessive technology and work–family conflict.
Design/methodology/approach
Data gathered from 302 academics and support staff employees at a selected university in South Africa were utilised to assess the abovementioned relationships via variance-based structural equation modelling.
Findings
The combined effect of technostress, work–family conflict and POS on work engagement indicates that work–family conflict is a critical component in the relationship between technostress and work engagement. Although POS is seen as a job resource that lessens stress, the study found that the influence of work–family conflict is stronger than that of POS; hence, a negative influence is reported on work engagement. Despite the presence of support, overwhelming technostress creators and work–family conflict issues increase demands and influence work engagement negatively.
Research limitations/implications
The results noted that, in hybrid and virtual work settings, managers can drive employee engagement by focussing on designing more favourable work–life balance (WLB) policies, providing adequate information communication technology (ICT) support, fostering aspects of positive technology and defining the boundaries between work life and family time.
Practical implications
The managers need to realise the detrimental effects of both technostress and work–family conflict on work engagement in virtual and hybrid work settings. Expanding the personal and job resources of individuals in hybrid and virtual settings is critical to enable them to meet the additional work demands and to manage the strain imposed by technostress. Instituting relevant organisation support has proved to be inadequate to address the challenges relating to technostress and work–family conflict. Therefore, introducing WLB policies that assist employees to set clear boundaries between work and family time to avoid burn out and spillover is critical. This is especially important when dealing with technostress creators in the remote work setting. Additionally, providing adequate ICT support as well as training related to use of different devices and software should be part of the organisational culture.
Social implications
A manageable and reasonable workload should be maintained bearing in mind the complexity and ambiguity associated with the hybrid work setting. Managers should make allowances for employees to adjust managers' schedules to accommodate personal obligations, as well as adjust employees' workloads to accommodate family responsibilities. As for the coping strategy of technostress and work–family conflict, considering the positive effects of the supportive work environment is important.
Originality/value
This study provides a model on the interaction of the redefined antecedents (technostress and work–family conflict) of work engagement in high-tech environments such as virtual and hybrid work settings.
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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in…
Abstract
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.
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