Floreren onder condities van Het Nieuwe Werken: minder burnout, meer toewijding?

Abstract

Thriving under New Ways of Working conditions: Reduced burnout, more engagement? Thriving under New Ways of Working conditions: Reduced burnout, more engagement? This study investigated the relationship between work conditions characterizing ‘New Ways of Working’ (NWW) and employees’ work-related exhaustion and dedication. NWW was conceptualized as a bundle of three working conditions which, in terms of the JobDemands-Resource Model, can be viewed as a work-related resource: (1) having access to teleworking; (2) job autonomy; and (3) output management. In order to test a set of hypotheses, we employed data on 2.784 employees collected through the Cohort Study Social Innovation at two points in time (2008 and 2009). Based on cross-sectional and longitudinal regression analyses, and in line with expectations, the study showed that the NWW-conditions ‘access to teleworking’ and ‘more job autonomy’ are associated with less emotional exhaustion and more dedication among employees. Output management, viewed as part of the NWW-bundle, was not directly associated with exhaustion and dedication, but enhanced the effects of teleworking and job autonomy on dedication. On the basis of the longitudinal interaction effects, it was shown that selecting a balanced combination of HRM-practices can help to achieve positive work outcomes. In the conclusion, directions for future research on NWW were outlined.

New work practices and their drivers in FIREB firms: evidence from Hong Kong

“…Building on various research, we, therefore, extend the facets of NWPs from the literature. De Leede and Kraijenbrink (2014) divide NWPs into three components: flexibility, working from home and working together remotely, whereas Peters et al (2013) describe NWPs as a combination of access to teleworking, worker autonomy and output management. Baane et al (2010) further divide NWPs into four components: time- and location-independent work, output management, access to organisational information and flexibility in working relationships.…”

Exploring Types of Telecommuters: A Latent Class Analysis Approach

“…Interestingly, managers and professionals (Mokhtarian et al, 1998) and individuals who prefer a clear segmentation between work and leisure (Shockley & Allen, 2012) are more strongly drawn to this motive than other employees. These are typically individuals who place high value on their autonomy and may view telecommuting in function of satisfying their need for autonomy, which might be instrumental in attaining their work goals (Baruch, 2000;Meyers & Hearn, 2001;Peters et al, 2013).…”