PurposeThe aim of this study is to provide a useful conceptualization of flexible working times and to examine the relationships between flexible working times and employees' well‐being and peer ratings of performance. It is supposed that an employee's “time‐autonomy” would be positively related to performance and well‐being. On the contrary, an unfavorable effect of “time restriction” on well‐being is expected.Design/methodology/approachA questionnaire‐study was conducted among 167 German employees from 17 different organizations. Information about in‐role and extra‐role performance was also obtained via peer evaluations.FindingsThe data support a two‐factor structure of flexibility. The time restriction factor adds to the degree of exhaustion and the work‐nonwork conflict, while time autonomy diminishes these outcome variables. However, the flexibility dimensions are unrelated to performance.Originality/valueThe multidimensional conceptualization of flexibility allows for the detection of advantages and drawbacks regarding the effectiveness of flexible working time models.
By examining trends in intra-organizational and inter-organizational job transition probabilities among professional and managerial employees in Germany, we test the applicability of mainstream career theory to a specific context and challenge its implied change assumption. Drawing on data from the German Socio-Economic Panel (GSOEP), we apply linear probability models to show the influence of time, economic cycle and age on the probability of job transitions between 1984 and 2010. Results indicate a slight negative trend in the frequency of job transitions during the analyzed time span, owing to a pronounced decrease in intra-organizational transitions, which is only partly offset by a comparatively weaker positive trend towards increased inter-organizational transitions. The latter is strongly influenced by fluctuations in the economic cycle. Finally, the probability of job transitions keeps declining steadily through the course of one's working life. In contrast to inter-organizational transitions, however, this age effect for intra-organizational transitions has decreased over time.
Purpose
The purpose of this paper is to examine the influence of entrepreneurial orientation (EO) within the framework of the job demands-resources (JD-R) model.
Design/methodology/approach
The sample of N=597 white-collars in the German media and IT industry is drawn via the professional network XING. Cross-sectional mediator models are used to test the hypothesis.
Findings
The processes proposed by the JD-R model find empirical support. Job demands primarily cause exhaustion while job resources increase job satisfaction. Besides, job demands reduce job satisfaction and job resources lead to less exhaustion. An exception is found for cognitive workload which rather acts like a job resource. EO mediates these effects in a favorable way. High job resources foster EO, which in turn reduces exhaustion and enhances job satisfaction. For job demands, EO shows a negative mediation reducing the health-impairment process and increasing job satisfaction.
Research limitations/implications
Future research should broach the issue of adverse effects related to extreme employee entrepreneurship and potential negative effects.
Practical implications
Supporting and supervising an EO may help employees to cope with modern job profiles in agile organizations.
Originality/value
The findings provide support for a favorable mediating role of an entrepreneurial personal resource within the JD-R model. This knowledge may be used to consider individual work orientations and to organize work in a “healthy” way.
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