Flex‐time as a moderator of the job stress‐work motivation relationship

Barney, Chet E.; Elias, Steven M.

doi:10.1108/00483481011045434

Cited by 52 publications

(37 citation statements)

References 54 publications

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“…Work time autonomy refers to the discretion of employees on when to stop and start working. Barney and Elias () found indications that working time autonomy is positively related to both intrinsic and extrinsic motivation. Kattenbach et al.…”

Section: The Impact Of Job Autonomy On Work Engagement and Iwbmentioning

confidence: 99%

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Spiegelaere

Gyes

Hootegem

2016

Hum Ftrs & Erg Mfg Svc

118

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Job autonomy is a key enabling factor for employee engagement and innovative employee behavior. Although job autonomy used to be viewed as a multi‐dimensional construct, there has been little recent discussion on the different dimensions of job autonomy and how they relate to employee outcomes. This study uses a sample of 927 employees from different sectors to research the relation between autonomy regarding the (1) work method, (2) work scheduling, (3) work time and (4) place of work and two main employee outcomes: work engagement (WE) and innovative work behavior (IWB). The results show that all studied dimensions of autonomy are bivariatly related to higher levels of WE and IWB. Yet, when simultaneously analyzing the dimensions of job autonomy using structural equations modelling, most of the effects become insignificant. For WE, only the effect of work method autonomy is statistically significant. For IWB, work method and locational autonomy play a positive role. This signals that the current managerial attention for, e.g., work time autonomy (flexitime) does only contribute to enhanced work engagement and IWB insofar as such a systems result in higher work method autonomy.

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Section: The Impact Of Job Autonomy On Work Engagement and Iwbmentioning

confidence: 99%

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Spiegelaere

Gyes

Hootegem

2016

Hum Ftrs & Erg Mfg Svc

118

View full text Add to dashboard Cite

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“…Grawitch et al, ). Research in this area suggests that greater flexibility in when and where work is performed can have a positive influence on the experience of stress and engagement (Barney & Elias, ; Grzywacz, Carlson, & Shulkin, ; Swanberg, McKechniue, Ojha, & James, ), although its direct effects on performance may be less obvious (cf. Baltes, Briggs, Huff, Wright, & Neuman, ; De Meneze, & Kelliher, ).…”

Section: The Psychologically Healthy Workplace and Key Assumptionsmentioning

confidence: 99%

To Be or Not to Be (Stressed): The Critical Role of a Psychologically Healthy Workplace in Effective Stress Management

2015

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This article explains how key practices pertaining to the psychologically healthy workplace can be used to develop a comprehensive approach to stress management in contemporary organizations. Specifically, we demonstrate the ways in which employee involvement, recognition, work-life balance, health and safety, and growth and development practices can be used to assist in the reduction of work stress and the proactive management of strain. Although many organizations strive to establish a positive environment conducive to work and well-being, identifying where to begin can often seem like a daunting task. Currently, many stress management efforts emphasize individual-level interventions that are simply implemented alongside existing organizational practices. We propose that a broader perspective allows for a better understanding of the stress process, resulting in the ability to consider a wider range of changes to organizational processes. Combining knowledge regarding psychologically healthy workplace practices, stress management intervention levels and the personal resource allocation framework, we present a comprehensive framework for approaching workplace stress management, which can be tailored to the unique needs of various organizations, departments and employees. By adopting this broader perspective, we believe organizations can more strategically address employee stress, resulting in more effective stress management and a profound impact on stress-related outcomes.

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“…From organization perspective managers need to understand the flow of motivation, it helps them to create a culture where employees always get motivated to do better. Barney and Steven Elias (2010) found that with extrinsic motivation there exist a significant interaction between job stress, flex time, and country of residence. Leaders know that at the heart of every productive and successful business lies a thriving organizational culture and hardworking people collaborate passionately to produce great results (Gignac and Palmer 2011).…”

Section: Introductionmentioning

confidence: 98%

A literature review on motivation

2013

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Research on motivation has attracted academic and corporate entities over the last two decades. In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques. This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques (discussed in this study) are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures. In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated. To make the study more current only those studies were included which were published in the last two decades. In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation. The novelty of this study lies in its theoretical framework where authors have made an attempt to come up with a construct having dimensions that directly or indirectly influences employee motivation.

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Flex‐time as a moderator of the job stress‐work motivation relationship

Cited by 52 publications

References 54 publications

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

To Be or Not to Be (Stressed): The Critical Role of a Psychologically Healthy Workplace in Effective Stress Management

A literature review on motivation

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