Search results

Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.

A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.

The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.

The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.

The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.

Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.

Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.

The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.

This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.

The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.

This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.

Organizations use enterprise social media (ESM) platforms to operate, function, and develop. However, the effectiveness of the use of ESM is inconclusive. This study aims to explore the mechanism and boundary conditions of the relationship between employee ESM use and job performance.

This study uses a 2-wave survey design, with a final sample of 481 employees from a large automobile company.

The results indicate that ESM use is beneficial and detrimental to job performance. On the one hand, ESM use is positively related to work overload, decreasing job performance. On the other hand, ESM use is positively associated with informational support, increasing job performance. A mediation test revealed that both work overload and informational support mediate the relationship between ESM use and job performance. Furthermore, job autonomy weakens the positive relationship between ESM use and work overload, but strengthens the positive relationship between ESM use and informational support.

This study provides a more balanced view of how ESM use influences job performance by demonstrating the opposing mediating roles of work overload and informational support. Further, this study fills a research gap by considering job characteristics when examining the boundary conditions of ESM use. Third, this study validates the generalization of the job demands-resources model in social media research.

The purpose of this study is to examine the moderating role of regulatory focus in the job demands‐resources model.

A questionnaire survey was conducted among 146 teachers in secondary education. It was expected that detrimental effects of job demands (i.e. workload, interpersonal conflict) on emotional exhaustion would be more pronounced among individuals with a strong prevention focus (oriented towards safety and security). Favorable effects of job resources (i.e. autonomy, social support) on motivational outcomes were expected to be more pronounced among individuals with a strong promotion focus (oriented towards growth and development).

The hypotheses regarding the moderating role of prevention focus were confirmed, but the moderating effect of promotion focus appeared to be exactly opposite to expectations. The effect of job resources on motivational outcomes was more pronounced for individuals with a weak promotion focus.

To the best of one's knowledge, this is the first study to examine the role of regulatory focus in the job demands‐resources model. The study shows that regulatory focus is important in explaining individual responses to job demands and resources and may therefore be a relevant factor in career development.

Health-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.

Over five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.

The data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.

The study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.

These findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.

The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and performance.

This study used a quasi-experimental pre-test-post-test design with a control group. Healthcare professionals (n=67) were assigned to the JD-R intervention or a control group and filled out questionnaires before and after the intervention. To test the hypotheses, multivariate analyses of covariance were conducted.

Results showed that participants’ PsyCap, job crafting, work engagement, and self-ratings of job performance significantly increased after the JD-R intervention.

Only healthcare professionals participated in the intervention study, which restricts the generalizability of the findings.

The results illustrate that organizations can foster work engagement and improve performance by offering a JD-R intervention aimed at increasing PsyCap and job crafting at work. Organizations should acknowledge the importance of facilitating and stimulating a resourceful and challenging work environment.

This is the first study that examined a JD-R intervention. The results contribute to JD-R theory by offering a first causal test. For the first time, a significant increase of job crafting behaviors after an intervention was found.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

The purpose of this paper is to integrate work values research with the Job Demands–Resources model to assess the role that work value orientations play in self-employed workers’ subjective well-being.

The paper analyzes unique data on freelancers participating in an online labor market (n=9,984).

Intrinsic work values are associated with greater subjective well-being, whereas extrinsic work values are associated with lower subjective well-being. Consistent with the buffer hypothesis, intrinsic work value orientation reduces the negative effect of working hours on worker’s well-being, and extrinsic orientation enhances the negative effect.

This paper calls into question the importance of working conditions relative to worker values when assessing the role that job demands and resources play in the new economy. As work becomes more demanding and employment relations more flexible, personal resources such as work value orientations may become increasingly important for worker’s well-being.

This paper aims to compare job satisfaction in public and private sectors and the mediating role of several job demands and resources on the relationship between the employment sector and job satisfaction.

Drawing on the job demands-resources model, this study argued that differences in job satisfaction were explained largely by the job characteristics provided in each sector. Data comes from the quality of working life survey, a representative sample of 6,024 Spanish public and private employees.

This study revealed that public employees were more satisfied than private ones. This relationship was partially mediated by job demands and job resources, meaning that the public and private employment sectors provided different working conditions. Public employees, in general, had fewer demands and more job resources than private ones, which resulted in different levels of job satisfaction. Additionally, partial mediation indicated that public employees are more satisfied than private ones, despite accounting for several job demands and job resources.

While the findings of this study highlighted the relative importance of job demands and job resources in affecting job satisfaction of public and private employees, the generalizability of the results to other countries should be limited as the study only used data from a single country.

A significant portion of the positive effect on job satisfaction of public employees is channeled through the lower levels of routine work and lower number of required working hours and through better job resources such as higher salary, more telework, greater prospects at work and more training utility. To improve job satisfaction, it is apparent that managers should pay special attention to things such as routine work, working hours, training and telework.

This paper contributes to the comprehension of how several job demands and resources simultaneously play a mediating role in explaining the relationship between the employment sector and job satisfaction.

Este artículo compara la satisfacción laboral en los sectores público y privado y el papel mediador de varias demandas y recursos laborales en la relación entre el sector laboral y la satisfacción laboral.

Basándonos en el modelo Demandas del Trabajo-Recursos (JD-R), argumentamos que las diferencias en la satisfacción laboral se explican en gran medida por las características del trabajo que se ofrece en cada sector. Los datos proceden de la Encuesta de Calidad de Vida Laboral (ECVT), una muestra representativa de 6.024 empleados públicos y privados españoles.

El estudio reveló que los empleados públicos estaban más satisfechos que los privados. Esta relación estaba parcialmente mediada por las exigencias del trabajo y los recursos laborales, lo que significa que los sectores de empleo público y privado ofrecían condiciones de trabajo diferentes. Los empleados públicos, en general, tenían menos exigencias y más recursos laborales que los privados, lo que dio lugar a diferentes niveles de satisfacción laboral. Además, la mediación parcial indicó que los empleados públicos están más satisfechos que los privados, a pesar de tener en cuenta varias demandas y recursos laborales.

Si bien los resultados de este estudio ponen de manifiesto la importancia relativa de las exigencias y los recursos del puesto de trabajo a la hora de afectar a la satisfacción laboral de los empleados públicos y privados, la generalización de los resultados a otros países debería ser limitada, ya que el estudio sólo utilizó datos de un único país.

Una parte importante del efecto positivo sobre la satisfacción laboral de los empleados públicos se canaliza a través de los niveles más bajos de trabajo rutinario y el menor número de horas de trabajo exigidas y a través de mejores recursos laborales como un salario más alto, más teletrabajo, mayores perspectivas en el trabajo y más utilidad de la formación. Para mejorar la satisfacción laboral, es evidente que los directivos deben prestar especial atención a aspectos como el trabajo rutinario, el horario laboral, la formación y el teletrabajo.

Este artículo contribuye a la comprensión de cómo varias exigencias y recursos del trabajo desempeñan simultáneamente un papel mediador en la explicación de la relación entre el sector del empleo y la satisfacción laboral.

Este artigo compara a satisfação profissional nos sectores público e privado e o papel mediador de várias exigências e recursos de emprego na relação entre o sector do emprego e a satisfação profissional.

Com base no modelo Job Demands-Resources (JD-R), defendemos que as diferenças na satisfação no emprego eram em grande parte explicadas pelas características do emprego fornecidas em cada sector. Os dados provêm do Inquérito à Qualidade da Vida Profissional (QWLS), uma amostra representativa de 6.024 funcionários públicos e privados espanhóis.

O estudo revelou que os funcionários públicos estavam mais satisfeitos do que os privados. Esta relação foi parcialmente mediada por exigências e recursos de emprego, o que significa que os sectores público e privado de emprego proporcionavam condições de trabalho diferentes. Os funcionários públicos, em geral, tinham menos exigências e mais recursos de emprego do que os privados, o que resultou em diferentes níveis de satisfação no emprego. Além disso, a mediação parcial indicou que os funcionários públicos estão mais satisfeitos do que os privados, apesar de contabilizarem várias exigências de emprego e recursos laborais.

Embora os resultados deste estudo tenham salientado a importância relativa das exigências e dos recursos do emprego para a satisfação dos trabalhadores públicos e privados, a generalização dos resultados para outros países deve ser limitada, uma vez que o estudo apenas utilizou dados de um único país.

Uma parte significativa do efeito positivo na satisfação profissional dos funcionários públicos é canalizada através dos níveis mais baixos de trabalho de rotina e do menor número de horas de trabalho necessárias e através de melhores recursos laborais, tais como salários mais elevados, mais teletrabalho, maiores perspectivas no trabalho, e mais utilidade na formação. Para melhorar a satisfação profissional, é evidente que os gestores devem prestar especial atenção a coisas como o trabalho de rotina, horas de trabalho, formação, e teletrabalho.

Este artigo contribui para a compreensão de como várias exigências e recursos laborais desempenham simultaneamente um papel de mediação na explicação da relação entre o sector do emprego e a satisfação profissional.

This study aims to examine the moderating effects of psychological entitlement and perceived organizational support (POS) on the relationship between work connectivity behavior after-hours (WCBA) and job satisfaction.

Data were collected from 217 full-time employees of an Internet company in China at two points in time separated by about one month. Hierarchical regression and simple slope analyses were conducted to test hypotheses.

The results showed that WCBA was negatively related to job satisfaction and that this relationship could be mitigated by POS. Moreover, psychological entitlement aggravated this relationship, and this aggravating effect was stronger when POS was at low levels.

Managers should avoid intervening employees' nonwork domains too much. If this is unavoidable, managers should provide adequate organizational support to help employees cope with the challenges brought by WCBA. Besides, managers need to pay close attention to highly entitled employees and take measures to modify their expectations.

First, this study enriches the understanding of what WCBA is and how WCBA works by investigating the influencing mechanism of WCBA from the perspectives of effort–reward imbalance and job demands–resources. Second, by verifying the moderating effects of psychological entitlement and POS, this study provides insights into the boundaries of the WCBA–job satisfaction relationship. Third, this study contributes to the literature on psychological entitlement by identifying its one applicable condition.