Employee Engagement in the Home-Work Lifeworld

Eniola, Olawunmi Elizabeth

doi:10.5539/ibr.v15n6p49

Cited by 2 publications

(2 citation statements)

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“…Third, although EWA requires individuals to meet work demands during off-hours, the temporal lens [19] has not been adopted to investigate why and how employees experience EWA. This is surprising, given that time is an essential facet in understanding how employees engage in home-based work as well as its consequences [20]. It has been argued that devoting nonworking time, especially leisure time, elicits individuals' time-based work-nonwork conflict [21] and hamper one's recovery from work [22,23].…”

Section: Introductionmentioning

confidence: 99%

“…It concerns a particular type of time management behavior in which a manager aims at helping employees to achieve effective use of time while performing job duties [28,29]. Given time serves as an important factor in understanding the work-home conflict related to EWA [20,21], temporal leadership should be especially relevant for orchestrating employees to effectively allocate time among work and nonwork activities. Particularly, in answering Pierce and Aguinis's call for studies on the too-much-of-a-good-thing (TMGT) effect in management [30], we examine the curvilinear relationship between temporal leadership and employee EWA.…”

Section: Introductionmentioning

confidence: 99%

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Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms

Zhang

Liu

et al. 2022

Sustainability

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Extended work availability (EWA) captures the experience of an employee who needs to be available for job demands during nonworking hours. It is a ubiquitous phenomenon because of the prevalent use of information and communication technology (ICT) such as mobile devices and internet services for work purposes. Although it has been found to impair employee health and well-being, evidence that delineates how to mitigate employee EWA is sparse. Thus, an important research question is: How can managers alleviate employee EWA in the ICT-prevalent work environment? Given EWA has a close connection with the time-based work–nonwork conflict, the present study addresses this question by taking a temporal lens and focusing on the roles of three time-related determinants of employee EWA. Particularly, we first include temporal leadership as a predictor of employee EWA, which concerns a particular type of time management behavior in which a manager aims at helping employees to achieve effective use of time while performing job duties. Then, we incorporate both the individual tendency to delay an intended course of action (i.e., procrastination) and the time management environment in an organization (i.e., organizational time norms) into our research model to further reveal how employee EWA could be shaped. Drawing on spillover theory, the goal of the present study was to examine the effect of temporal leadership in determining employee EWA, as well as the roles employee procrastination and organizational time norms play. Analyses of cross-sectional survey data from a sample of 240 full-time employees showed that temporal leadership has a U-shaped association (β = 0.32, p < 0.001) with employee EWA. Both employee procrastination (r = 0.40, p < 0.001) and organizational time norms (r = 0.30, p < 0.001) are positively related to employee EWA, respectively. Moreover, the U-shaped association between temporal leadership and employee EWA becomes more salient when the organizational time norms is strong, with a standardized regression coefficient of 0.24 (p < 0.05) for the interaction between temporal leadership squared and organizational time norms. These findings contribute to a more comprehensive view of how managers can alleviate employee EWA in today’s ICT-prevalent work environment.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms

Zhang

Liu

et al. 2022

Sustainability

View full text Add to dashboard Cite

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How and when does family incivility steer employees towards work delays: implications for HR

Azeem,

Haq

2024

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PurposeThe purpose of this study is to investigate the negative spillover effects of family incivility on employees’ ability to meet their work-related deadlines. Furthermore, we examine emotional exhaustion as a mediator and emotional intelligence as a moderator in this process.Design/methodology/approachWe test our predictions through a multisource, time-separated data collection involving 161 employee-supervisor dyads working in various hospitality sector organizations in Pakistan – a relatively understudied context where the hospitality industry is struggling.FindingsThe findings of our study indicate that exposure to rude family behavior hinders employees’ ability to complete work tasks on time, as mediated by their emotional exhaustion. However, this harmful process can be curtailed if employees can rely on their emotional intelligence to regulate their own emotions and those of their family members.Practical implicationsThe findings of this study provide pertinent insights for HR managers and organizations to help their employees deal with family issues. Moreover, organizations can benefit from introducing training programs that improve employees’ emotional intelligence and increase the likelihood that they do not default on their work deadlines.Originality/valueThis study extends the limited existing family incivility research by investigating its spillover effects on employees’ ability to meet work deadlines, a previously unexplored relationship. In addition, we highlight the roles of two pertinent aspects: emotional intelligence and emotional exhaustion.

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Employee Engagement in the Home-Work Lifeworld

Cited by 2 publications

References 0 publications

Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms

Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms

How and when does family incivility steer employees towards work delays: implications for HR

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