Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

As a necessary condition for the sustainability and success of teaching hospitals, maintaining proactive health personnel with the ability to be high performers is acknowledged. A few studies have logically clarified and empirically simplified the relationship between proactive employees and intention to quit, which signifies an engaged, proactive tendency to establish actual turnover behavior. However, this study target to resolve these research gaps. This paper predicted that the correlation between proactive health workers and intention to quit was likely mediated by employee engagement and job autonomy as a center point mechanism of motivation. Job autonomy (JA) as a significant framework is expected to buffer the link between proactive health employee and employee engagement. The present article developed a moderated mediated model that incorporates these variables. This study was consistent with previous studies carried out on health workers in Nigerian teaching hospitals. The results of this research help to expose the attrition intentions displayed by conscientious health workers.

PERFORMANCE MANAGEMENT IMPLICATION ON EMPLOYEES’ PERFORMANCE IN SELECTED MANUFACTURING FIRMS IN ANAMBRA STATE, NIGERIA

The study investigated the effect of employee job involvement and autonomy on performance in the organization by using selected manufacturing firms in Anambra State, Nigeria as the study area. The design of the study is descriptive survey. Quantitative approach was used and major statistical tools of analysis were summary statistics, correlation and multiple regression. All tests were conducted at 0.05 level of significance. Preliminary results showed that with F-Statistic of 15.005, the model was adjudged statistically significant, fit and valid for predictions. The regression coefficient ‘R’ with a value of 0.713 means that 71.3 percent relationship exists between dependent and independent variables. The coefficient of determination ‘R2’ with a value of 0.702 means that 70.2 percent variations in the dependent variable can be explained by the independent variables. The Durbin Watson Stat of 1.603 is an indication that the model does not contain serial autocorrelation. Major findings were that employee job involvement and autonomy have significant positive effect on employees’ performance in the organization. The study concluded that both job involvement and job autonomy have significant positive influence on employees performance in the organization and managers should always endeavour to encourage them. It was equally recommended among others that management should always think of how they can re-design jobs by incorporating the characteristics that promote job involvement in employees to facilitate the achievement of enhanced employee performance in the organization. Keywords: Performance Management, Job Autonomy and Involvement, Employees’ Performance, Manufacturing Firms.

Voluntary part-time and mandatory full-time telecommuting: a comparative longitudinal analysis of the impact of managerial, work and individual characteristics on job performance

PurposeBased on self-determination theory (SDT), the present study aims to assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance of telecommuters in a pre- and post-coronavirus disease 2019 (COVID-19) outbreak period and is further studied longitudinally after six months of continued mandatory telecommuting.Design/methodology/approachData were collected from information technology (IT) sector employees in three phases and model fitness, reliability and validity of the data for all three phases were assessed through CFA models, while the hypotheses were tested through path analysis.FindingsPerceived manager trust and support increases job performance and the effect strengthens with an increase in telecommuting extent. Job autonomy had similar effects with the exception that employees did not enjoy autonomy when mandatory telecommuting arrangement was initially introduced. Lastly, intrinsic motivation fades away as employees continue to work permanently from their homes.Practical implicationsPermanent full-time telecommuting is expected to continue for the unforeseeable future; the present study suggests that while ensuring increased trust, support and job autonomy to employees, managers must also ensure that employees do not feel professionally isolated and attempt to keep individuals intrinsically motivated.Originality/valueThe authors assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance under three different types of telecommuting arrangements (voluntary part-time, mandatory full-time and continued mandatory full-time) by collecting data in three different time frames from the same individuals.

The Impact of Enforced Working from Home on Employee Job Satisfaction during COVID-19: An Event System Perspective

During the COVID-19 pandemic, working from home (WFH) became the only option for many organizations, generating increasing interest in how such arrangements impact employee job satisfaction. Adopting an event system perspective, this study employed an online survey to capture the WFH experiences of 256 workers from 66 Chinese enterprises during the pandemic. Using fuzzy-set qualitative comparative analysis (fsQCA), the study examined how satisfaction was affected by five job characteristics when working from home: longevity (time), home workspace suitability (space), job autonomy (criticality), digital social support (novelty) and monitoring mechanisms (disruption). The findings reveal that three configurations promote employee job satisfaction and that a suitable home workspace is a core condition. In the absence of a suitable workspace, digital social support and an appropriate monitoring mechanism, long-term WFH was found to undermine job satisfaction. However, job autonomy is not a necessary condition for employee job satisfaction. These findings have clear implications for theory and practice.

Work-Family Enrichment: Influence of Job Autonomy on Job Satisfaction of Knowledge Employees

In order to explore the specific path of the influence of job autonomy on the satisfaction of knowledge employees, the current study deduced and established a Chain Mediation Model, which was based on the Resource-Gain-Development Model and the Conservation of Resources Theory. Primary data were gathered through questionnaire surveys at several cities in China by using a professional platform named “Wenjuanxing.” The target populations were employees with a bachelor’s degree or above, who were engaged in higher knowledge content and have mastered certain professional knowledge and skills, including technical R & D personnel, management personnel, professionals (such as accountants, lawyers, and medics) and other personnel generally recognized by the academic community. In order to improve the reliability of the sample and reduce the error caused by regional differences, the questionnaires were disseminated to involve as many cities in China as possible, such as Tianjin, Beijing, Chengdu, Wuhan, and Guangzhou. SPSS24.0 and Aoms24.0 were used as multivariate data analysis tools for statistical analysis. The results showed that job autonomy can significantly improve the satisfaction of knowledge employees; however, it cannot affect the satisfaction of knowledge employees through self-efficacy. The findings of the study also revealed that job autonomy has a positive impact on both resource source domain satisfaction and resource acceptance domain satisfaction through work-family enrichment, especially the positive emotions in the resource source domain. Job autonomy improves the self-efficacy of knowledge employees, which, in turn, improves their overall satisfaction through the work-family enrichment path.

Assessing the Relationship Between Technostress and Knowledge Hiding—A Moderated Mediation Model

Almost every aspect of a person's daily life is affected by information and communication technologies (ICTs), and some unfavorable outcomes such as technostress have been noticed. In this study, we examine how technostress affects knowledge hiding. Drawing from the energy-consuming characteristic of technostress and prior research on how technostress affects ICT users, this article builds and tests a model that takes work exhaustion as a mediator and explores the moderating role of job autonomy. To test our conceptual model, we examined the responses to a survey questionnaire submitted by 287 ICT users from multiple organizations. Using structural equation modeling, we found that technostress increases employees’ knowledge hiding behavior, and work exhaustion partially mediates technostress and knowledge hiding, while job autonomy only moderates the relationship between technostress and work exhaustion when the fourth factor of technostress, viz., techno-insecurity, is excluded. We also discuss future research directions and implications of the results.

The Bright and Dark Sides of Resources for Cross-Role Interrupting Behaviors and Work–Family Conflict: Preliminary Multigroup Findings on Remote and Traditional Working

Using boundary management and conservation of resources theories, we examined how job resources (i.e., job autonomy and goal-oriented leadership) and a work-related personal resource (i.e., personal initiative at work) relate to cross-role interrupting behaviors—i.e., interrupting the work (or non-work) role to attend to competing non-work (or work) demands—and how, in turn, they correlate with work–family conflict. Furthermore, we examined differences in the proposed nomological network between workers adopting traditional and remote ways of working. Using a multigroup structural equation modelling approach on a sample of 968 employees from an Italian telecommunications company, we found that: (a) job autonomy was positively related to both work interrupting non-work behaviors and to non-work interrupting work behaviors, (b) goal-oriented leadership was negatively related to non-work interrupting work behaviors, (c) personal initiative at work was positively related to work interrupting non-work behaviors and, finally, (d) cross-role interrupting behaviors were positively related to work–family conflict. Additionally, our findings revealed previously undocumented results; (a) mediating patterns in how resources relate, through cross-role interrupting behaviors, to work–family conflict and (b) non-invariant associations among job autonomy, cross-role interrupting behaviors and work–family conflict across traditional and remote workers. The limitations and theoretical and practical implications of the present study are discussed.