A Moderated Mediation Analysis of New Work-Related Stressors, Psychological Distress, and Absenteeism in Health Care During a Pandemic

Parent-Lamarche, Annick; Laforce, Sonia

doi:10.1097/jom.0000000000002619

Cited by 11 publications

(20 citation statements)

References 78 publications

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“…Literature demonstrated that work organization conditions can influence job performance (Simard and Parent-Lamarche, 2021;Rawashdeh et al, 2022). They encompassed five work-related variables, which can affect job performance: workload (Bruggen, 2015;Parent-Lamarche and Boulet, 2021b); skill utilization and decision authority (Simard and Parent-Lamarche, 2021;Hackman and Oldham, 1980), as well as recognition Oldham, 1976, 1980;Ahmad et al, 2017;Bradler et al, 2016;Parent-Lamarche and Laforce, 2022), and job insecurity (Sverke et al, 2002;Kalia and Bhardwaj, 2019;Begum et al, 2022).…”

Section: Methodsmentioning

confidence: 99%

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Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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PurposeTeleworking seems to be the new future of the workplace. It has been widely adopted during the COVID-19 crisis, which has greatly influenced work organization conditions. This pandemic and its accompanying changes represent significant challenges for employees' performance, depending on their age if the study considers the physical and psychological vulnerabilities of older employees and their assumed or expected difficulties to cope with the new information and communication technologies (ICTs). This study aims at examining the direct effects of teleworking, and age on job performance (in-role). As well as analyzing the moderating effect of age on the relationship between teleworking and in-role job performance in times of crisis.Design/methodology/approachData were collected in Canada from 18 companies, with a sample of 272 employees. Multivariate regression and moderation regression analyses were performed using Stata 13.FindingsResults revealed that when teleworking, older age is associated with lower job performance and younger age is associated with higher job performance. Conversely, when working on-site, older age is associated with higher job performance, whereas younger age is associated with lower job performance.Practical implicationsFrom a practical perspective, these results highlight the importance of decision authority and recognition. As well as the presence of age disparities related to work arrangements. Managers need to adopt an inclusive approach and develop work arrangements that take into consideration employees' needs and ages. Some insights and practical recommendations are presented in this paper to support managers and human resource practitioners.Originality/valueStudies examining the in-role job performance of teleworkers and the effects of age are sparse. This study helps to expand research on human resources management, job performance and age.

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Section: Methodsmentioning

confidence: 99%

“…, 2017; Bradler et al. , 2016; Parent-Lamarche and Laforce, 2022), and job insecurity (Sverke et al. , 2002; Kalia and Bhardwaj, 2019; Begum et al.…”

Section: Methodsmentioning

confidence: 99%

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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“…Furthermore, the coronavirus disease (COVID-19) pandemic has had a significant adverse impact on employees' mental health 30,31 and changed their working style. 32,33 Although many studies have assessed work performance considering various factors related to COVID-19, for example, the new working style, 34 social isolation, 35 and absenteeism, 36 there are few extensive studies. Therefore, comprehensive research will be needed when studying the pandemic's impact on work performance.…”

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confidence: 99%

Association of Sleep, Work Environment, and Work–Life Balance With Work Performance

Nishioka

Tatsuse

Sekine

et al. 2022

J Occup Environ Med

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Objectives: To explore differences in work performance based on the influence of sleep, work environment, and work-life balance. Methods: The datasets for this study were obtained from the Japan Civil Servant Study, which included 3478 participants (2199 men and 1279 women). Results: Belonging to the younger generation, high levels of support at work, fewer social contacts with friends, and a negative personality were independently associated with low work performance in both men and women. Poor sleep quality and job dissatisfaction were associated with low work performance in men but not in women. Workto-family conflict was associated with work performance in women. Conclusion: Interventions that target not only the overall measure but also account for sex-specific characteristics are important for improving work performance.

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“…Regardless, several antecedents of wellbeing are actually linked to HRM practices, emphasizing organizations’ responsibility to ensure that their employees’ wellbeing will not erode. This aspect should not be solely based on an ethical argument but also on an economical one, as, for example, absenteeism may be a consequence of low wellbeing ( Parent-Lamarche and Laforce, 2022 ). This concept highlights the “mutual gains” idea since organizations are unlikely to promote wellbeing on ethical grounds alone ( Guest, 2017 ).…”

Section: Introductionmentioning

confidence: 99%

Toward a new model of human resource management practices: construction and validation of the High Wellbeing and Performance Work System Scale

2023

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IntroductionThe integrated mutual gains model suggests five provisional sets of human resource management (HRM) practices that should benefit both employees and organizations and, as such, be explicitly designed to have a positive impact on wellbeing, which, in turn, can affect performance.MethodsAn extensive review of the literature on scales that used a high-performance work system to assess HRM practices, as well as an extraction of items related to the theoretical dimensions of the integrated mutual gains model, were performed. Based on these preliminary steps, an initial scale with the 66 items found most relevant in the literature was developed and assessed regarding its factorial structure, internal consistency, and reliability over a two-week period.ResultsExploratory factorial analysis following test -retest resulted in a 42-item scale for measuring 11 HRM practices. Confirmatory factor analyses resulted in a 36-item instrument for measuring 10 HRM practices and showed adequate validity and reliability.DiscussionEven though the five provisional sets of practices were not validated, the practices that emerged from them were assembled into alternative sets of practices. These sets of practices reflect HRM activities that are considered conducive to employees’ wellbeing and, consequently, their job performance. Consequently, the “High Wellbeing and Performance Work System Scale” was created. Nonetheless, future research is necessary to evaluate the predictive capacity of this new scale.

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A Moderated Mediation Analysis of New Work-Related Stressors, Psychological Distress, and Absenteeism in Health Care During a Pandemic

Cited by 11 publications

References 78 publications

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Association of Sleep, Work Environment, and Work–Life Balance With Work Performance

Toward a new model of human resource management practices: construction and validation of the High Wellbeing and Performance Work System Scale

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