Counterproductive. Time management in the knowledge economy

Ozimek, Anna

doi:10.1080/1369118x.2019.1696383

Cited by 2 publications

(2 citation statements)

References 1 publication

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“…This also intensified digital transformation for companies, and to prevent the spread of the virus, World Health Organization (WHO) suggested that governments and organizations implement work-from-home policies across nations and occupations as a solution to maintain organizational functioning and productivity intact [20,21]. For sustaining organizational functions, public and private organizations throughout the world had no choice but to adopt telecommuting or remote working [22,23], social distancing measures, scattered working hours, and other methods to reduce the presence of employees [24,25]. The unprecedented challenges during this health and economic crisis have tangible implications for WLB as boundaries between home and workplace have diffused [26].…”

Section: Introductionmentioning

confidence: 99%

Individual and Organizational Strategies for Promoting Work–Life Balance for Sustainable Workforce: A Systematic Literature Review from Pakistan

et al. 2022

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This systematic review aimed to explore the challenges and strategies for maintaining a work–life balance (WLB) between individual workers and their organizations during COVID-19 in the Pakistani context. Using the inductive approach in thematic synthesis, we analyzed eight qualitative studies on WLB from December 2019–April 2022. The Quality Appraisal process for selecting studies, constant comparison method, and critical discussion was frequently used to enhance the validity and reliability of findings. Eight analytical themes provided insight related to the challenges of maintaining WLB, strategies for facilitating, and recommended strategies for a sustainable workforce. Workload during COVID-19, lack of resources, training in technology, and mental pressure appeared as significant barriers, while family support, counseling provided by the organization, and self-motivation emerged as facilitators for WLB. Further, the findings highlighted the need for organizational interventions, for instance, emergency preparedness and capacity building of employees. Findings provided insight about guidelines for policymakers and government to make informed decisions and policies about maintaining WLB for mental well-being and a sustainable workforce, particularly women. The synthesis implied that investment in the well-being and productivity of employees could contribute to retaining a more resilient and skilled workforce, ensuring women’s workforce sustainability, and enabling lasting recovery from the pandemic.

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Section: Introductionmentioning

confidence: 99%

Individual and Organizational Strategies for Promoting Work–Life Balance for Sustainable Workforce: A Systematic Literature Review from Pakistan

et al. 2022

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“…More recently, scholars have brought attention to nonpecuniary reasons for MJH such as exploring a new occupation or engaging in authentic self-expression (e.g., Caza et al, 2018; Dickey et al, 2011; Sessions et al, 2021). From a practical standpoint, we note an increased reliance on external labor and more workers occupying several jobs at once (Manyika et al, 2016; Ozimek, 2019; Society for Human Resources Management & SAP SuccessFactors, 2019).…”

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confidence: 99%

Multiple jobholding motivations and experiences: A typology and latent profile analysis.

Campion

Csillag

2022

Journal of Applied Psychology

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Researchers have traditionally suggested that multiple jobholders (MJHers; individuals who work more than one job) are economically deprived and piece together employment to make ends meet. More recently, scholars have demonstrated that MJHers are also motivated for nonpecuniary benefits. In the current research, we employ a mixed-methods, three-study research design on 1,487 MJHers to develop a comprehensive typology of multiple jobholding (MJH) motivations, advance our understanding of how MJH motivations co-occur through the generation of latent MJH motivational profiles, and test how MJH experiences differ by profile. In Study 1 (N = 801), we content analyze qualitative survey responses and uncover eight motivational categories. In Study 2 (N = 260), we find evidence of four MJH motivational profiles based on motivations found in Study 1: Identity Builders, Value Optimizers, Pragmatic Enjoyment Seekers, and Instrumentalists. In Study 3a (N = 426), we empirically replicate the four-profile solution and conceptually replicate three profiles-instead of Instrumentalists, we find evidence of Precarious Workers.In Study 3b, we develop and test hypotheses as to how MJH experiences pooled across the primary and secondary job differ by profile. Findings suggest there are optimal MJH motivational patterns and that some MJHers (Identity Builders, Value Optimizers) are more likely to experience enrichment than other MJHers (Precarious Workers). Theoretically, we integrate the careers and MJH motivation literature with the enrichment and depletion model of multiple role engagement within one domain (work). Finally, we discuss practical implications for MJHers, managers, and organizations.

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Counterproductive. Time management in the knowledge economy

Cited by 2 publications

References 1 publication

Individual and Organizational Strategies for Promoting Work–Life Balance for Sustainable Workforce: A Systematic Literature Review from Pakistan

Individual and Organizational Strategies for Promoting Work–Life Balance for Sustainable Workforce: A Systematic Literature Review from Pakistan

Multiple jobholding motivations and experiences: A typology and latent profile analysis.

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