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While both perceived job autonomy and self-leadership are assumed to be important for optimal functioning of healthcare workers, their mutual relationship remains unclear. This cross-lagged study aims to theorize and test that perceived job autonomy and self-leadership have a reciprocal relationship, which is moderated by need for job autonomy.

Two-wave panel data were used to measure cross-lagged relationships over a time period of three months. Self-leadership is indicated by both self-leadership strategies and self-leadership behavior. The data were analyzed using hierarchical multiple regression (HMR).

Job autonomy was not causally nor reverse related to self-leadership strategies, but did relate to self-leadership behavior in both directions. Need for job autonomy did not influence the causal and reverse relationships between job autonomy and self-leadership (strategies and behavior). Instead, need for job autonomy discarded the influence of job autonomy on self-leadership behavior, and predicted self-leadership behavior over time.

For optimizing healthcare jobs, human resource management (HRM) policy makers need to consider other interventions such as training self-leadership, or developing an autonomy supportive work environment, since job autonomy does not lead to more use of self-leadership strategies.

This study used a cross-lagged study design which gives the opportunity to investigate causal relationships between job autonomy and self-leadership. Both self-leadership strategies and self-leadership behavior are included.

The aging of the population is changing the composition of the workforce in most developed countries. With increasingly older and age-diverse workforces, organizations need to redesign jobs to keep their workers healthy, happy and productive across the lifespan. In the current research, the authors integrate socioemotional selectivity theory and selection, optimization and compensation theory with job design to investigate how certain job characteristics influence the work engagement of older and younger workers.

In a two-wave survey with age-diverse employees from multiple organizations (N = 372), the authors explore how autonomy and feedback contribute to the engagement of older and younger workers, depending on levels of task variety.

In the case of older workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is low but non-significant when task variety is high. Conversely, in the case of younger workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is high but non-significant when task variety is low.

The research contributes to the growing body of knowledge on aging and work, particularly the lifespan perspective on job design. Nonetheless, the correlational design warrants caution about drawing causal inferences.

The findings inform managers on how to combine autonomy, feedback and task variety to design jobs that can engage the multi-age workforce.

The research is among the first to investigate the combined effects of different job characteristics on age-diverse employees' engagement at work.

The current study is aimed at analyzing whether and how organizational constraints (i.e. lack of autonomy) and individual characteristics (i.e. psychological capital) are related to work alienation in subordinates and supervisors, and whether the often hypothesized relationship between autonomy and work alienation is moderated in a three-way interaction (autonomy × psychological capital × hierarchical level). The hypotheses are developed by drawing on the tenets of the job demands-resources model.

The study is based on two-wave survey data from 294 Dutch employees (subordinates and supervisors).

The paper finds that autonomy is more negatively related to work alienation for subordinates with low psychological capital than for subordinates with high psychological capital. Autonomy is negatively related to work alienation for leaders, independent of their level of psychological capital.

Antecedents of work alienation have received substantial attention from researchers. The authors aim to better understand these antecedents by highlighting differences between supervisors and subordinates.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Job satisfaction is indispensable in the daily life of the workforce, and the mechanism that drives job satisfaction requires the attention of the management of corporate organisations. The purpose of this paper is to investigate the predictors of work environment on job satisfaction among nurses in both federal and state tertiary hospitals in Lagos State.

The study used the longitudinal research design to elicit information from the respondents. The research instrument used is a nursing work index scale by Aiken and Patrician which has been established to have a high internal reliability coefficient. The simple random sampling strategy was used to administer the research instrument to 364 nurses. The study used hierarchical multiple regression to analyse the data obtained.

This study discovered that all the variables collectively determined nurses job satisfaction; however, the salary was the most fundamental essential predictor that drive nurses’ job satisfaction followed by advancement and promotion. All seven predictors, namely, socio-political climate; administrative and managerial support, autonomy and responsibility, salary, supervision and working condition, recognition and achievement, advancement and promotion, collectively exert positive relationship with nurses’ job satisfaction. The study concluded that to retain and prevent turnover intention among nurses, and other health-care workers, the management of hospitals must pay due attention to issues relating to job satisfaction, as this is likely to increase health-care system effectiveness, boost mental and social health of the nurses.

This study shows that job satisfaction in the workplace comes from diverse techniques, as other factors have been proven effective other than salary in international cultures and regions, but in Nigeria, salary and career promotion take pre-eminence above other factors. This is because of Nigerian socio-cultural realities and that is another paradigm shift.

How to design jobs to support innovation is an issue that has received plenty of consideration over the past years. Building on the job characteristics model, the present study is set up to identify configurations of perceived job characteristics for innovation.

By adopting a fuzzy-set configurational approach (fsQCA), the research question is addressed through a two-wave self-report survey of 199 employees of an Italian manufacturing company.

Results reveal four compatible configurations of job characteristics leading to high levels of innovative work behavior and two for low levels.

The results offer guidance for managers and organizations that aim to strengthen employee-driven innovation by offering different recipes of job design to maximize the chance of boosting innovative behaviors among their workers.

This research is one of the first to empirically test the relation of job characteristics for innovative behavior using a configurational approach. By doing so it contributes to the literature by advancing the notion that innovative endeavors are determined by the holistic effects of different interdependent configurations of job characteristics.

Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB.

Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles.

Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback.

The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate.

A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

Online labour markets (OLMs) have recently become a widespread phenomenon of digital work. While the implications of OLMs on worker well-being are hotly debated, little empirical research examines the impact of such work on individuals. The highly competitive and fast-paced nature of OLMs compels workers to multitask and to perform intense technology-enabled work, which can potentially enhance technostress. This paper examines the antecedents and well-being consequences of technostress arising from work in OLMs.

The authors draw from person–environment fit theory and job characteristics theory and test a research model of the antecedents and consequences of worker technostress in OLMs. Data were gathered from 366 workers in a popular OLM through a large-scale online survey. Structural equation modelling was used to evaluate the research model.

The findings extend existing research by validating the relationships between specific OLM characteristics and strain. Contrary to previous literature, the results indicate a link between technology complexity and work overload in OLMs. Furthermore, in OLMs, feedback is positively associated with work overload and job insecurity, while strain directly influences workers' negative affective well-being and discontinuous intention.

This study contributes to technostress literature by developing and testing a research model relevant to a new form of work conducted through OLMs. The authors expand the current research on technostress by integrating job characteristics as new antecedents to technostress and demonstrating its impact on different types of subjective well-being and discontinuous intention. In addition, while examining the impact of technostressors on outcomes, the authors consider their impact at the individual level (disaggregated approach) to capture the subtlety involved in understanding technostressors' unique relationships with outcomes.