The rapidly escalating COVID‐19 pandemic entails many unprecedented life circumstances, including in the way people work. The social distancing policy has forced companies to adopt work‐from‐home (WFH) arrangement to maintain business sustainability amidst both health and economic crises. While in many developed countries, WFH arrangement has been a common practice, this is not the case in some Asian countries, particularly in countries where high power distance emphasising heightened supervision and punishment among workers are still a preferred managerial style, such as Indonesia, China, India, and Thailand. While acknowledging that WFH is considered as beyond an option in this pandemic period, this commentary paper, built on existing literature presented in the narrative fashion, aims to critically identify key barriers of WFH implementation in some Asian countries, particularly in autocratic societies, using both theoretical and contextual approaches. The paper concludes by discussing recommendation for future studies and proposing strategic implications for companies and workers to effectively adopt WFH arrangement, especially in societies where WFH is still a new practice or is involuntarily held.
<p>The rapidly escalating COVID-19 pandemic entails many unprecedented life circumstances, including in the way people work. The social distancing policy has forced companies to adopt work-from-home (WFH) arrangement to maintain business sustainability amidst both health and economic crises. While in many developed countries, WFH arrangement has been a common practice, this is not the case in some Asian countries, particularly in countries where high power distance emphasizing heightened supervision and punishment among workers are still a preferred managerial style, such as Indonesia, China, India, and Thailand. For companies with such a power-reliance managerial style, WFH could be seen as a threat towards productivity as face-to-face supervision cannot be performed. On the other hand, not all workers have a positive attitude and a sense of readiness towards implementing WFH and having involuntary WFH arrangement adds as a potential stressor on top of those caused by management demands and lack of trust. While acknowledging that WFH is considered as beyond an option in this pandemic period, this commentary paper aims to critically identify key barriers of WFH implementation in some Asian countries, particularly in autocratic societies, using both theoretical and contextual approach. The paper concludes by discussing recommendation for future studies and proposing strategic implications for companies and workers to effectively adopt WFH arrangement, especially in societies where WFH is still a new practice or is involuntarily held. </p>
Purpose This study aims to investigate the mediating and moderating effects of psychological ownership and belief in just world in the relationship between transformational leadership and work engagement. Design/methodology/approach The data were collected from 183 lecturers who teach in an Indonesian university. The questionnaires covered transformational leadership, psychological ownership, belief in just world and work engagement. The collected data were examined with structural equation model analysis. Findings The results demonstrated a significant moderated mediation index, which indicated that the relationship between transformational leadership and work engagement is mediated by psychological ownership and is moderated by belief in just world. Practical implications To achieve higher work engagement, organizations should increase employees’ feelings of ownership and boost just world belief. Originality/value The present study offers new insight on how personality trait plays a moderating role in the relationship between transformational leadership and work engagement.
<p>The rapidly escalating COVID-19 pandemic entails many unprecedented life circumstances, including in the way people work. The social distancing policy has forced companies to adopt work-from-home (WFH) arrangement to maintain business sustainability amidst both health and economic crises. While in many developed countries, WFH arrangement has been a common practice, this is not the case in some Asian countries, particularly in countries where high power distance emphasizing heightened supervision and punishment among workers are still a preferred managerial style, such as Indonesia, China, India, and Thailand. For companies with such a power-reliance managerial style, WFH could be seen as a threat towards productivity as face-to-face supervision cannot be performed. On the other hand, not all workers have a positive attitude and a sense of readiness towards implementing WFH and having involuntary WFH arrangement adds as a potential stressor on top of those caused by management demands and lack of trust. While acknowledging that WFH is considered as beyond an option in this pandemic period, this commentary paper aims to critically identify key barriers of WFH implementation in some Asian countries, particularly in autocratic societies, using both theoretical and contextual approach. The paper concludes by discussing recommendation for future studies and proposing strategic implications for companies and workers to effectively adopt WFH arrangement, especially in societies where WFH is still a new practice or is involuntarily held. </p>
This study investigated the relationship between guilt appeal and compliance with social distancing measures. We proposed that the relationship is double mediated by empathy and responsibility for the unfortunate people who have suffered from COVID-19. This research is novel to an extent as an experimental method is used in the Asian context. The results exhibited that guilt positively affected compliance with social distancing measures. The respondents were directly or indirectly compliant due to the emotions of empathy and responsibility. The theoretical and practical contributions of this study were presented.
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