PurposeAt the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment.Design/methodology/approachThis study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.FindingsApart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect.Practical implicationsManagers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency.Originality/valueOur study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.
The new world of work has seen many employees adapting to the dynamics of working from home. With the change in location, the factors that promote employee thriving while working have altered as well. Drawing on the literature on thriving and broaden-and-build theory, this research examines how family-work affect helps employee thriving through increased exploration, with conditional effect of ambidextrous leader. Based on two studies ( n = 483), results confirm the proposed model. In Study 1, the mediating effect of exploration in the relationship between family-work affect and thriving is supported on a sample of university students. Study 2 corroborates the mediating effect and supports the moderating role of ambidextrous leadership among employees. Specifically, the positive effects of family affective experiences on an individual’s exploration were greater under high levels of ambidextrous leadership behaviors. The practical recommendations offered are intended to increase thriving while working from home.
Since the beginning of the pandemic, working from home has become the prevalent way of working for many employees around the world. Consequently, the nature of daily interactions that previously were taken for granted has changed profoundly, affecting the quality of the work experience. Pursuing connections rather than disconnecting oneself from others can be a purposeful act leading to a positive work experience and thriving. However, there is limited research available about how to thrive while working remotely. Drawing on the micro-organizational literature, this paper presents a framework for individual thriving while working from a home office by nurturing relationships with various stakeholders. Guided by theory on relationships, thriving, and individual accounts of relationship challenges while working from home during the pandemic, we propose strategies for maintaining fruitful relationships in circumstances characterized by uncertainty, anxiety, and loneliness. We argue that employees can be the designers of the following high-quality relationships, which may transform their remote work experience: the relationship with self, with colleagues, with leaders, and with one's partner and family. In this way we make theoretical contributions to Spreitzer et al.'s model of employee thriving.
This study examines the relationship between macro- (organizational design), meso- (leadership behavior) and micro-level (employees’ personality) organizational characteristics and the individual’s ability to manage the exploration–exploitation duality (balancing of exploring new and exploiting existing paths). This study aims to reveal how employees’ ability to manage this duality can be enhanced and how these characteristics interact with each other. It is a work in progress, focused on building theoretical background and applying a new research design. An experiment is planned on two samples of Master students with a business background from Austria and Slovenia, using an experimental vignette methodology. Outcomes of this research will enable department and human resource managers to provide conditions at work for employees to balance their intention to explore new avenues while at the same time exploiting existing ones, as both behaviors are necessary to trigger organizational innovation and growth. This study will contribute to the organizational ambidexterity literature by recognizing the contextual and interactive role of macro-, meso- and micro-level organizational antecedents of individuals’ ambidextrous behavior.
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