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Relationship between sociodemographic characteristics, remote work modalities and the level of employee engagement of technology companyThis paper presents an analysis of employee engagement and its relationship with sociodemographic characteristics (gender, age, marital status, number of children, academic level and position) and work modalities in employees of a company in the technology sector from Bogotá. For this, a type of quantitative, non-experimental research was carried out, with a correlational scope, in a sample of 126 workers. A bibliographic review was carried out for a better understanding of the phenomenon, later the "Employee Engagement Scale" (EES) of Shuck, et al, (2016) was applied, after validation by expert judgment, then the internal consistency, reliability, additivity, validity of the instrument. Using a logistic regression model, the correlations between the predictor variables and work commitment were determined. The results show that age, hybrid work modality and supervisor role are explanatory variables of Work Commitment.

Situational strength has long been viewed as a useful way of conceptualizing and predicting person–situation interactions. Some have recently argued, however, that more rigorous empirical tests of its behavioral influence are sorely needed. The current article begins addressing this literature gap by (a) developing the Situational Strength at Work (SSW) scale, (b) examining the ways in which individual differences influence perceptions of situational strength, and (c) testing situational strength’s moderating effects on two types of voluntary work behavior (i.e., organizational citizenship behavior and counterproductive work behavior). Results indicate strong psychometric properties for the SSW (thereby facilitating future organizational research on situational strength), support for theoretically based predictions regarding the role of individual differences in perceptions of situational strength, support for theoretically based moderator effects on organizational citizenship behavior, and the presence of countertheoretical (yet strong and consistent) moderator effects on counterproductive work behavior. Thus, this study makes several contributions to the situational strength literature but also reveals important areas for future theoretical development and empirical research.

This study investigated employees' views about how their supervisors would rate their job performance (i.e., employees' metaperceptions). Two hundred forty employees from a high-tech firm provided self-and metaperception job performance ratings, and their supervisors also provided ratings of the employees' performance. The study produced several notable findings, including that metaperceptions were more strongly related to supervisory ratings than were self-ratings, that meta-accuracy was stronger for task versus contextual performance, and that employees who engaged in more impression management behavior exhibited higher meta-accuracy. Discussion focuses on the theoretical and practical implications of these findings.

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