Freedom or bondage? The double-edged sword effect of work connectivity behavior after-hours on employee occupational mental health

Zhu, Fuyun; Gao, Ying; Chen, Xiaotun

doi:10.1108/cms-01-2022-0008

Cited by 3 publications

(3 citation statements)

References 47 publications

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“…Schaufeli et al (2002) [32] defined work engagement as a positive, fulfilling, work-related psychological state characterized by vigor, dedication, and absorption. Consistent with the argument of the JD-R model, numerous studies have demonstrated that working environment and work forms are important factors influencing the work-related psychological states of employees [33], and different work forms can influence the level of work engagement by altering job demands and resources for employees [34,35]. Therefore, we posit that remote work will alter the impact of work connectivity behavior after-hours on employees' work engagement.…”

Section: Work Connectivity Behavior After-hours and Work Engagementsupporting

confidence: 64%

“…Employees can attain more positive psychological states at work in conditions with work autonomy, such as having a strong sense of responsibility [37], enhancing their perceived self-effectiveness, creativity, and proactivity [39,40]. Previous studies have shown that employees perceive greater work autonomy in non-fixed and flexible work arrangements [35,41]. The study conducted by Cavazotte et al (2014) [10] demonstrated that work connectivity behavior after-hours breaks the boundaries of work time and space, and enhances the freedom and capacity for self-decision in employees' work.…”

Section: The Mediating Role Of Work Autonomymentioning

confidence: 99%

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Different Results from Varied Angles: The Positive Impact of Work Connectivity Behavior After-Hours on Work Engagement

Yang,

Yan,

et al. 2023

Behavioral Sciences

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With the development of communication technology and the COVID-19 pandemic, it has become increasingly common for employees to maintain work connectivity after-hours, which has a significant impact on their psychological state at work. However, most of the existing studies have not reached a consensus on the impact of work connectivity behavior after-hours on employees’ psychological state at work, and the existing studies have led to theoretical and practical disagreements. Based on the Job Demands–Resources model, we built a two-path model of work autonomy and emotional exhaustion to explore the impact of work connectivity behavior after-hours on work engagement. In addition, we compared the differences between different workplace statuses (managers and ordinary employees). Through surveys and analyses of 257 employees, the results show that work connectivity behavior after-hours positively impacts employees’ work engagement by increasing managers’ work autonomy and reducing ordinary employees’ emotional exhaustion. This study not only reveals that work connectivity behavior after-hours positively affects work engagement but also illustrates the differences in impact between managers and ordinary employees; these findings contribute to the development of a consensus on the influence of work connectivity behavior after-hours on employees’ psychological state at work, which provides insights for organizations seeking to manage work connectivity behavior after-hours, for example, by adopting different connectivity management strategies for employees with different workplace statuses.

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Section: Work Connectivity Behavior After-hours and Work Engagementsupporting

confidence: 64%

Section: The Mediating Role Of Work Autonomymentioning

confidence: 99%

Different Results from Varied Angles: The Positive Impact of Work Connectivity Behavior After-Hours on Work Engagement

Yang,

Yan,

et al. 2023

Behavioral Sciences

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“…When workers interpret HRM signals as silent and distinctive, they are inclined to view the HRM system as strategically relevant to their job goals and therefore dedicate great effort and enthusiasm for goal attainment (Ostroff and Bowen, 2016). These positive mindsets are likely to help employees tackle job stress and burnout (Frenkel et al , 2012; Zhu et al , 2023). However, it is possible for workers to perceive that they must perform more tasks when the HRM messages are silent and highly relevant to their daily jobs.…”

Section: Discussionmentioning

confidence: 99%

The impact of different components of HRM strength on employee burnout: a two-wave study

Xiao,

Liang

2023

CMS

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Purpose Most prior studies treated human resource management (HRM) strength as a whole, while neglecting the dynamic interactions between distinct components (consensus, consistency and distinctiveness). The authors lack a deep understanding of how different components operate together to influence burnout. To address these gaps, this study aims to adopt signaling theory to investigate the interactions among different components and their impacts on employee burnout. Design/methodology/approach The authors collected time-lagged data from 231 full-time employees in manufacturing firms in Suzhou, China. The authors used the PROCESS Model 6 and hierarchical multiple regression to analyze the data. Findings This study found that HRM system consensus and consistency mitigate employee burnout, whereas HRM distinctiveness is not significantly related to burnout. Furthermore, the authors revealed that HRM system consistency (rather than distinctiveness) mediated the relationship between consensus and burnout. Moreover, the authors found the sequential mediating effects of HRM system distinctiveness and consistency on the association between consensus and burnout. Practical implications Considering that employees’ well-being problems may be debilitating and overwhelming during the COVID-19 pandemic, it is particularly ethical and timely for managers to direct attention to the role of HRM system strength in addressing employee burnout. Originality/value This study advances the HRM system literature by teasing out the interactions between the three pivotal components of HRM strength. Our study is among the first to empirically investigate the internal relationships between the meta-features of the HRM system and employee burnout. In doing so, the authors develop a more nuanced understanding of the collective nature of a strong HRM system that conveys a shared message about HRM to promote well-being.

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How do algorithms influence platform workers’ behavior? Relationship between algorithmic autonomy support and platform workers’ stress and incivility

Deng,

Tang,

Zhou

et al. 2024

CMS

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Purpose Drawing upon the needs–supplies fit theory, this study aims to examine how the expected and perceived algorithmic autonomy support (AAS) influences platform workers’ work stress and incivility, with a focus on the moderating role of self-direction. Design/methodology/approach Using data collected from 422 platform workers in China through multiple waves, the model is tested through polynomial regression and response surface analysis. Findings The results indicate that a mismatch between expected and perceived AAS is associated with higher levels of incivility among platform workers, and this relationship is mediated by work stress. These findings are particularly salient when self-direction is emphasized. Practical implications This study suggests that a universally high level of AAS may not necessarily reduce workers’ stress and incivility. Instead, it is important for platforms to ensure that their workers’ expectations of autonomy support are met and for workers to be given the space to exercise self-direction. Originality/value Previous studies have highlighted the need to pay attention to workers in mobile and ambiguous environments, and this study adds to this literature by focusing specifically on platform organizations and workplaces. This study provides valuable insights into the relationship between AAS, work stress and platform workers’ incivility.

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Freedom or bondage? The double-edged sword effect of work connectivity behavior after-hours on employee occupational mental health

Cited by 3 publications

References 47 publications

Different Results from Varied Angles: The Positive Impact of Work Connectivity Behavior After-Hours on Work Engagement

Different Results from Varied Angles: The Positive Impact of Work Connectivity Behavior After-Hours on Work Engagement

The impact of different components of HRM strength on employee burnout: a two-wave study

How do algorithms influence platform workers’ behavior? Relationship between algorithmic autonomy support and platform workers’ stress and incivility

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