“I am OK when you are with me” – Understanding the well-being and innovative behavior in the digitized workspace

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Swapnil Abhishek Mehta
Keyword(s):  
Work Engagement ◽  
Psychological Contract ◽  
Well Being ◽  
Innovative Behavior ◽  
Snowball Sampling ◽  
Coworker Support ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Consumer Durable ◽  
The Relationship

PurposeThe study aimed at understanding the relationship between supervisor and coworker support, psychological contract fulfillment, work engagement, well-being (different forms) and innovative behavior in the digitized workspace during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachData were collected via a structured questionnaire through Google Docs from 239 respondents working in the sales department of the consumer durable industry through snowball sampling.FindingsSupervisor and coworker support was positively contributing to psychological contract fulfillment. Further, psychological contract fulfillment was positively contributing to work engagement. Along with innovative behavior, four forms of well-being, i.e. emotional, psychological, workspace and life were studied as outcome variables. Work engagement positively contributes to innovative behavior and well-being.Research limitations/implicationsThe study examined the relationship between various organizational variables in consumer durable industry. Future work should involve studying the effect in other industries and functional areas.Practical implicationsThe study examined how the supervisor and coworker act as an enabler in fulfilling the psychological contract in the digitized workspace. Organizations also understand the importance of work engagement in maintaining well-being and innovative behavior.Originality/valueThe paper initiates the important debate on well-being and innovative behavior in the digitized workspace for the sales employees of the consumer durable industry.

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Paliwal Sharma ◽  
Tanuja Sharma ◽  
Madhushree Nanda Agarwal
Keyword(s):  
Performance Management ◽  
Work Engagement ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Management Practices ◽  
Employee Outcomes ◽  
Design Data ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
The Relationship

PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

Work-family enrichment and well-being: the role of occupational future time perspective

2018 ◽  
Vol 23 (6/7) ◽  
pp. 542-556 ◽  
Author(s):  
Hélène Henry ◽  
Donatienne Desmette
Keyword(s):  
Emotional Exhaustion ◽  
Work Engagement ◽  
Older Workers ◽  
Time Perspective ◽  
Well Being ◽  
Future Time Perspective ◽  
Content Type ◽  
Work Family ◽  
The Relationship

Purpose In the context of workforce aging, the purpose of this paper is to investigate the mediating role of occupational future time perspective (OFTP) in the relationship between work–family enrichment (WF-E) and two well-being outcomes (i.e. work engagement and emotional exhaustion). In addition, the moderating role of age on the relationship between WF-E and OFTP, and consequently, on the indirect effects of WF-E on work engagement and emotional exhaustion through OFTP, will be examined. Design/methodology/approach Cross-sectional survey research (n=263) was conducted in a public sector company in Belgium. Structural equation modeling and bootstrap analyses were performed to investigate the hypothesized relationships. Findings The dimension “remaining opportunities” of OFTP mediated the positive relationship between WFE and work engagement, and the negative relationship between WFE and emotional exhaustion. Chronological age moderated the positive relationship between WFE and the dimension “remaining time” of OFTP, with stronger effects among older workers. Research limitations/implications This research has confirmed that OFTP is influenced by WFE and that WFE matters, especially for older workers. Future research should continue to study the effects of the work–family interface on older workers. Practical implications Age management practices should take WFE into consideration when managing an aging workforce. In particular, older workers may benefit from WFE to increase their perception of remaining opportunities at work, which, in turn, increase well-being. Originality/value This study contributes evidence for the role of personal resources (i.e. remaining opportunities) in the relationship between WF-E and well-being at work.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Determinants of frontline employee service innovative behavior

2019 ◽  
Vol 42 (9) ◽  
pp. 1076-1094 ◽  
Author(s):  
Mohd A. Al-Hawari ◽  
Shaker Bani-Melhem ◽  
Faridahwati Mohd Shamsudin
Keyword(s):  
Positive Psychology ◽  
Work Engagement ◽  
Service Sector ◽  
Service Climate ◽  
Frontline Employees ◽  
Innovative Behavior ◽  
Content Type ◽  
Factors Affecting ◽  
Workplace Happiness ◽  
The Relationship

Purpose The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior. Design/methodology/approach The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22. Findings Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it. Practical implications This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing. Originality/value The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

How can financial organizations improve employee loyalty? The effects of ethical leadership, psychological contract fulfillment and organizational identification

2017 ◽  
Vol 38 (5) ◽  
pp. 679-698 ◽  
Author(s):  
Lu-Ming Tseng ◽  
Jui-Yun Wu
Keyword(s):  
Ethical Leadership ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Loyalty Programs ◽  
Employee Loyalty ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Employee Identification ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on the financial professionals’ loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI). Design/methodology/approach A questionnaire survey was used in this research. Findings Financial professionals in Taiwan were recruited for the sample. The results revealed that the professionals’ experiences of ethical leadership positively associated with their loyalty toward their companies. The results further showed that the PPCF and OI significantly mediated the relationship. Originality/value Few studies have examined how ethical leadership could stimulate financial professionals’ loyalty. The findings of this study may provide some implications for those involved in the practice of leadership and employee loyalty programs. On the other hand, the focus of Taiwan is unique and helps improve the generalizability of previous studies on the relationship between ethical leadership and employee identification.

Encouraging client’s knowledge sharing in enterprise system post-implementation through psychological contract and entrepreneurial orientation

2019 ◽  
Vol 33 (2) ◽  
pp. 689-709
Author(s):  
Zhao Cai ◽  
Hefu Liu ◽  
Qian Huang ◽  
Yue Kang ◽  
Liang Liang
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Entrepreneurial Orientation ◽  
Enterprise System ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Psychological Contract Fulfillment ◽  
The Relationship ◽  
Sharing Behavior

Purpose The purpose of this paper is to discuss the relationship between psychological contract and knowledge sharing behavior in the enterprise system (ES) post-implementation stage. The fulfillment and obligation of psychological contract are proposed as antecedents of knowledge sharing behavior performed by client firms. Additionally, entrepreneurial orientation (EO) is considered a moderator in the relationship between psychological contract and knowledge sharing. Design/methodology/approach This study adopted the questionnaire survey to collect data from 132 client firms of a focal ES provider in the garment industry of China. Hierarchical regression analysis was used for data analysis. Findings Psychological contract fulfillment is negatively related to knowledge sharing, whereas the positive role of psychological contract obligation is supported. EOstrengthens the role of both psychological contract fulfillment and obligation in shaping knowledge sharing behavior of client firms. Originality/value This study adopts forward- and backward-looking approaches in decision making as a theoretical lens to investigate how to improve client firms’ knowledge sharing behavior through psychological contract. By figuring out the roles of psychological contract and EO in influencing knowledge sharing, this research benefits both vendor and client firms in maintaining sustainable collaboration and continuous improvement of ES projects.

Psychological contract and work outcomes during COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Payal Trivedi ◽  
Heena Thanki
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Psychological Contract ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Worker Support ◽  
The Impact

PurposeThe purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.Design/methodology/approachThe current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsResults indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.Originality/valueThe novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.

The mediating effect of mindfulness and self-compassion on leaders' communication competence and job satisfaction

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leslie Ramos Salazar
Keyword(s):  
Job Satisfaction ◽  
Online Survey ◽  
Communication Competence ◽  
Well Being ◽  
Business Leaders ◽  
Mediating Effect ◽  
Snowball Sampling ◽  
Content Type ◽  
Self Compassion ◽  
The Relationship

PurposeThe purpose of this study is to examine the interrelationships between leaders' communication competence, mindfulness, self-compassion and job satisfaction. Barge and Hirokawa's (1989) communication-centered theoretical approach of leadership and Gilbert's (2005) social mentality offered frameworks to examine mindfulness and self-compassion as co-mediators of the relationship between business leaders' communication competence and job satisfaction.Design/methodology/approachA cross-sectional online survey was conducted with 219 business leaders in the USA via snowball sampling.FindingsThe results showed that communication competence served as an antecedent of mindfulness and self-compassion. Additionally, self-compassion served as a significant mediator between the positive relationship between communication competence and job satisfaction.Practical implicationsManagers and business leaders may gain insights about the benefit of developing self-compassion and communication competence skills to enhance their job satisfaction via courses, workshops and certifications.Originality/valueThis study is the first to examine the effect of two well-being constructs (self-compassion and mindfulness) on the relationship between leaders' communication competence and job satisfaction.

Testing the link between psychological contract, innovative behavior and multidimensional well-being during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Revati Deshpande ◽  
Sunita Mall ◽  
Mitesh Jayswal
Keyword(s):  
Job Stress ◽  
Psychological Contract ◽  
Well Being ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Innovative Behavior ◽  
Contract Breach ◽  
Content Type ◽  
Unmet Expectations ◽  
Working From Home

PurposeThe study investigates the impact of psychological contract breach on employees' innovative behavior and well-being (happiness, work engagement and mental well-being) who are working from home during this COVID-19 pandemic situation. Drawing on social information processing (SIP) and job-demand resource (JD-R) theory, job stress was proposed as a mediator explaining this relationship.Design/methodology/approachData were collected via a structured questionnaire through Google Docs from 258 respondents working at different capacity in Indian organizations. The study includes those respondents who are working from home during COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsPsychological contract breach was negatively impacting innovative behavior and well-being. Job stress mediated the relationship between psychological contract breach and innovative behavior as well as well-being during the COVID-19 pandemic situation and especially for those who are working from home only.Research limitations/implicationsThe data for the study were collected from the employees working from home during this COVID-19 pandemic situation was cross-sectional. The study implied or spoke about the unmet expectations leading to reduced innovative behavior harming the organization's effectiveness and it also reduces well-being which harms the individual in the era of social and financial uncertainty.Originality/valueThe novel contribution of the study is integrating SIP and JD-R theory during the pandemic situation. The results highlighted meticulous empirical evidence which answers the question that how the unmet expectations cause a detrimental effect on the employees as well as the organizations in this COVID-19 pandemic situation.

Job demands-resources model, transformational leadership and organizational performance: a multilevel study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou ◽  
Michael Koupkas ◽  
Eleni Triantafillidou
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Content Type ◽  
The Relationship ◽  
Work Burnout

PurposeThe purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.Design/methodology/approachThe hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.FindingsIt appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.Research limitations/implicationsData were collected using a cross-sectional design, not allowing dynamic causal inferences.Practical implicationsConsidering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.Social implicationsTransformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.Originality/valueThe study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

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