PurposeThe current study proposes a moderated mediation model to predict work-from-home engagement during an emergency such as the coronavirus disease 2019 (COVID-19) pandemic based on the integration of well-known concepts, including inclusive leadership, organizational support and perceived risk theory.Design/methodology/approachAn online questionnaire on the Google Forms platform was designed and distributed to Vietnamese employees using a convenience sampling method. A total of 794 valid questionnaires were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was employed to test the proposed model and hypotheses. The instrument's validity and reliability were tested and ensured.FindingsThe study found that inclusive leadership has direct and indirect effects on work-from-home engagement through the separate and serial mediating roles of perceived organizational support and employee motivation. The present study also revealed that the effects of perceived organizational support and employee motivation on work-from-home engagement are strengthened by employee risk perception. Moreover, the study showed that perceived organizational support and employee motivation performed the lowest of the four elements that were considered, while the importance of these two factors was the highest.Practical implicationsThese findings suggest that in an emergency such as COVID-19, contextual factors should be given more attention. Based on these findings, several theoretical and practical implications for human resource management are highlighted.Originality/valueBy integrating inclusive leadership, organizational support and perceived risk theory to explore employees' engagement in working from home during an emergency, the present study demonstrated that in addition to traditional factors, leadership and contextual factors should be considered for studies on working from home in an emergency such as the COVID-19 pandemic. The present study established that these factors might encourage employees' work-from-home engagement.
PurposeThe present study integrates inclusive leadership and protection motivation theory to propose a new model predicting employees' intention to work from home during an emergency situation such as the COVID-19 pandemic.Design/methodology/approachA questionnaire was developed to collect data from 939 Taiwanese and Vietnamese office employees using a non-probability convenience sampling method. A total of 887 valid questionnaires were used for further analysis. The data were analysed following a two-stage structural equation modelling using SPSS 22 and AMOS 20 software. The validity and reliability of the instrument were tested and ensured.FindingsThe results revealed that inclusive leadership and factors related to protection motivation theory– including perceived severity and perceived vulnerability – have positive direct and indirect effects on employees' work-from-home intentions through the mediating role of employees' work-from-home-related attitudes. Protection motivation theory factors were found to have a stronger effect on employees' work-from-home intention than inclusive leadership. Differences in the relationship between perceived vulnerability, perceived severity and employees' intentions towards working from home were also discovered among participants from the two studied countries.Practical implicationsThe integration of inclusive leadership and protection motivation theory brings into light what will drive employees' intention to work from home during an emergency situation. The present study has several theoretical and practical implications for scholars, governments, managers and policymakers that can help them improve management policies for working from home in the future.Originality/valueBased on integrating inclusive leadership and protection motivation theory to explore employees' intention to work from home during an emergency situation, the present study demonstrated that inclusive leadership and protection motivation theory should be considered for studies on working from home in a pandemic setting.
The shift towards remote work has been expedited by the COVID-19 pandemic, and COVID-19 has increased the need to understand the factors affecting remote work productivity such as family–work conflict, work engagement, and self-efficacy. However, the previous research may not comprehensively capture the intricacies associated with remote work amidst the pandemic. This study proposes a model to explore the relationship between family–work conflict and work-from-home productivity based on role conflict and resource drain theories as well as the family–work-conflict literature. The quantitative approach was used. A questionnaire was distributed using a convenience sampling technique and a response rate of 90.1% (1177 respondents) was achieved. After data cleaning, 785 valid cases were analysed. SPSS 22 and AMOS 20 were used to test the descriptive statistics, reliability, and validity, and the proposed hypotheses were evaluated using Process Macro (Model 5). The findings found that family–work-conflict negatively affected work engagement, self-efficacy, and work-from-home productivity. The negative effect of family–work-conflict on work-from-home productivity was stronger for employees with more work-from-home days than those with fewer. The partial mediation of work engagement and self-efficacy was established. This study contributes to the understanding of remote work productivity during the pandemic, particularly for small and medium-sized enterprise employees. It highlights the regulatory role of working hours when working from home and examines the mediation of self-efficacy in the association between family–work conflict and work-from-home productivity. This study also confirms the gender differences in work-from-home productivity which has been previously inconsistent in the literature. Managerially, the research has practical implications for employers, managers, and the government. Employers should adopt family-friendly policies and offer training programmes to enhance work-from-home productivity. Employers need to pay extra attention to their female employees’ work and family responsibilities and guarantee positive working outcomes through online surveys and two-way communication strategies. Professional training and work-from-home skill development programmes should be provided to boost employee confidence and self-efficacy. Governments and employers should also consider implementing regulations on the duration of working-from-home to avoid negative impacts on work efficiency and family–work conflict.
This study employs a moderated mediation model to investigate the role of sociocultural adaptation and job satisfaction in the relationship between cultural competence and intention to stay. It also considers the moderating function of local language proficiency and length of residence. A survey was conducted among Vietnamese migrant workers employed in Taiwan’s manufacturing industry under the labour export programme. This resulted in a valid dataset of 636 respondents, which was used to test the proposed hypotheses. The findings demonstrated that sociocultural adaptation and job satisfaction fully mediated the relationship between cultural competence and workers’ intention to stay. Moreover, local language proficiency and length of residence were found to substantially strengthen the positive relationship between cultural competence and sociocultural adaptation, but not to moderate the association between cultural competence and job satisfaction. Theoretically, the study contributes to the literature on psychological and behavioural management by examining how migrant workers’ job satisfaction and sociocultural adaptation are related to the association between cultural competence and intention to stay. Practically, the study addresses current concerns regarding the rate of job retention among migrant workers participating in labour export programmes. Its findings provide policymakers and employers with additional evidence to improve and effectively maintain their foreign labour force. It is recommended that both sending and receiving governments implement appropriate and effective management policies to manage the low-skilled foreign labour force.
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