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1 – 5 of 5Prinka Dogra, Aubid Hussain Parrey, Bhawna and Umair Akram
This study aims to integrate the social cognitive theory and flow theory to examine how e-skills self-efficacy (ESSE) and trust-building self-efficacy (TBSE) impact work-related…
Abstract
Purpose
This study aims to integrate the social cognitive theory and flow theory to examine how e-skills self-efficacy (ESSE) and trust-building self-efficacy (TBSE) impact work-related flow in remote work. It also explores how work-related flow (WOLF) mediates the connection between these factors and employee resilience (ER) in the context of the growing shift toward remote work.
Design/methodology/approach
The study tested an empirical mediation model with 535 remote workers from Indian organizations that adopted remote work either before or during the pandemic. Hypotheses were tested using Hayes’ PROCESS macro.
Findings
The study confirmed the direct influence of ESSE and TBSE on WOLF. Moreover, a mediation analysis demonstrated that WOLF significantly mediates the association linking ESSE, TBSE and ER.
Practical implications
This study, evaluating experienced remote employees in the quaternary sector, offers data-driven insights for informed organizational decisions. These findings aims to guide HR and training departments in formulating recruitment and training strategies, emphasizing digital skill development to enhance knowledge and skills effectively.
Originality/value
This study highlights the need for remote workers and organizations to be aware of the challenges of remote work. It is among the first to explore the link between ESSE, TBSE and ER, addressing psychological factor, i.e. WOLF, often overlooked in organizational contexts.
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Justin B. Keeler, Noelle F. Scuderi, Meagan E. Brock Baskin, Patricia C. Jordan and Laura M. Meade
The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.
Abstract
Purpose
The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.
Design/methodology/approach
A time-lagged snowball sample of 223 full-time remote working adults in the United States participated in an online survey. Data were analyzed using R 4.0.2 and structural equation modeling.
Findings
Results suggest remote job resources involving organizational trust and work flexibility increase performance via serial mediation when considering information communication technology (ICT) demands and work–life interference (WLI). The findings provide insights into counterbalancing the negative aspects of specific demands and stress in remote work arrangements.
Practical implications
This study provides insights for managers to understand how basic job resources may shape perspectives on demands and WLI to impact performance. Specific to remote working arrangements, establishing trust with the employees and promoting accountability with their work flexibility can play an important part in people and their performance.
Originality/value
This study contributes theoretically to the literature by evidencing how components of the E-Work Life (EWL) scale can be used with greater versatility beyond the original composite measurement because of the job-demand resource (JD-R) framework and conservation of resources theory (COR). This study answers several calls by research to investigate how ICT demands and WLI play a complex role in work performance.
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The purpose of this study is to review literature on the relationship between leadership and workplace learning, to critically analyze and discuss findings and to suggest future…
Abstract
Purpose
The purpose of this study is to review literature on the relationship between leadership and workplace learning, to critically analyze and discuss findings and to suggest future research paths based on the synthesis.
Design/methodology/approach
This study applied a refined literature review process leading to a selection of 40 articles, which originated from 14 internationally acclaimed journals.
Findings
When explaining leadership influence regarding individual and team learning, the concepts of role modeling behavior, relational support and negotiation of meaning is significant. If leaders provide support, show exemplary behavior and negotiate individual arrangements with employees, workplace learning development is positively affected.
Research limitations/implications
Future studies should focus on empirical cases further illustrating how the leader–employee relationship is formed in practice, to further understand differences in leadership influence on employee workplace learning.
Practical implications
The gathered knowledge implicates that carefully designed leadership training programs and personalized work arrangements between leader and employees are beneficial for leader’s ability to influence employee workplace learning.
Originality/value
The reviewed studies were solely published in top management journals, which resulted in an original literature selection. This study also discusses implicit or articulated assumptions about the view of learning in the selected studies, offering additional understanding about the underlying learning views in leadership–workplace learning research.
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Sanja Kutnjak Ivković, Marijana Kotlaja, Yang Liu, Peter Neyroud, Irena Cajner Mraović, Krunoslav Borovec and Jon Maskály
We explore the relationship between urbanicity and police officers’ perceptions of changes in their reactive and proactive work during the COVID-19 pandemic.
Abstract
Purpose
We explore the relationship between urbanicity and police officers’ perceptions of changes in their reactive and proactive work during the COVID-19 pandemic.
Design/methodology/approach
Using the 2021 survey of 1,262 Croatian police offices (436 police officers from a large urban community, 471 police officers from small towns and 155 from rural communities), we examine the perceived changes in their reactive activities (e.g. responses to the calls for service, arrests for minor crimes) and proactive activities (e.g. community policing activities, directed patrols) during the peak month of the pandemic compared to before the pandemic.
Findings
The majority of police officers in the study, regardless of the size of the community where they lived, reported no changes before and during the pandemic in reactive and proactive activities. Police officers from urban communities and small towns were more likely to note an increase in domestic violence calls for service. Police officers from urban communities were also more likely than the respondents from small towns and rural communities to report an increase in the responses to the disturbances of public order. Finally, police officers from small communities were most likely to observe a change in the frequency of traffic stops during the pandemic.
Originality/value
This study is the first one to explore the differences in perceptions of COVID-19-related changes in reactive and proactive police activities in a centralized police system.
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Priyadharshini Vasudevan and L. Suganthi
The new ways of working (NWW), a contemporary work environment with temporal and spatial flexibilities, has become an enforced reality after the COVID-19 pandemic disrupted…
Abstract
Purpose
The new ways of working (NWW), a contemporary work environment with temporal and spatial flexibilities, has become an enforced reality after the COVID-19 pandemic disrupted workplaces. However, the understanding of how it impacts employee well-being perceptions is limited. Hence, the current study aims to examine how the NWW facets, namely, time- and location-independent work, management of output, access to organizational knowledge and flexibility in working relations relate to employees' life satisfaction, mediated by psychological capital.
Design/methodology/approach
A cross-sectional survey was designed to collect data from 459 Indian knowledge workers. Model fit and the hypothesized relationships were tested using IBM SPSS 25, AMOS and PROCESS Macro.
Findings
All four NWW facets positively relate to psychological capital, which in turn associates with life satisfaction. Except for the facet “management of output”, the other three facets associate positively with life satisfaction before accounting for the mediator. Indirect effects of all four facets on life satisfaction via psychological capital were established. Overall, the findings establish the important mediating role of psychological capital in relating the NWW facets with life satisfaction.
Originality/value
By examining the previously unexplored relationships between NWW, psychological capital and life satisfaction, this study provides novel insights into the role of personal resources in maximizing the beneficial effects of the NWW practices and is highly relevant in the current context where organizations are trying to identify coping mechanisms that help employees adapt to workplace transformations.
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