How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

Liu, Longjun; Wan, Wenhai; Fan, Qing

doi:10.2147/prbm.s340322

Cited by 33 publications

(44 citation statements)

References 67 publications

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“…Similar to the results of Liu’s study, it is important for employees to improve their job performance by job shaping and setting goals for telecommuting employees’. 16 This result is consistent with our study, which showed the advantages of establishing flexible office hours and developing the social skills of teleworking employees. Troll found that physical conditions and autonomous motivation were significantly correlated with job performance.…”

Section: Discussionsupporting

confidence: 92%

A Telecommuting Experience Service Design Decision Model Based on BP Neural Network

Wang¹,

Wei²,

Yu³

et al. 2022

PRBM

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Introduction The telecommuting experience and job performance have been significantly impacted by the COVID-19 pandemic, and job performance stability of telecommuting employees has become a critical concern. Objective A decision model for telecommuting experience service design was constructed based on a backpropagation (BP) neural network to provide a theoretical basis for enterprises to evaluate telework performance and the psychological health of employees. Methods The analytic hierarchy process (AHP) was used to determine the core stakeholders. The grey relational analysis (GRA) method and the NASA Task Load Index (NASA-TLX) scale were used to measure the factors affecting employees’ telecommuting experience and job performance. A BP neural network relationship model of employees’ telecommuting experience was established to predict its impact on employees’ job performance. Results Based on the model prediction results, a service system map was created, and the potential to enhance the telework performance of employees was evaluated. Discussion It was concluded that the factors affecting the telecommuting experience were diverse, but emotions had the dominant influence. Significant positive correlations were found between emotional impact and temporal perception, execution difficulty, and communication barriers. Conclusion The proposed decision model for telecommuting experience service design accurately predicted the impact of telecommuting efficiency, providing an effective approach for innovative remote management.

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Section: Discussionsupporting

confidence: 92%

A Telecommuting Experience Service Design Decision Model Based on BP Neural Network

Wang¹,

Wei²,

Yu³

et al. 2022

PRBM

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“… 2022 ; Ipsen et al. 2021 ; Liu, Wan and Fan 2021 ). On the other hand, studies have found that WFH may lead to employees' lack of supervision, miscommunication, and less organizational commitment (Madell 2021 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China

Yan

2022

Asia Pac J Human Res

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Despite being a worldwide disaster, the COVID‐19 pandemic has also provided an opportunity for renewed discussion about the way we work. By contextualizing in the early periods of China's ending of lockdown policy on COVID‐19, this paper offers evidence to respond to an essential discussion in the field of working from home (WFH): In terms of job performance, can WFH replace working from the office (WFO)? The present study compares job performance in terms of quality and productivity between WFH and WFO from 861 Chinese respondents using entropy balance matching, a quasi‐experimental methodology. Results reveal that WFH enhances job performance in terms of job quality but lowers it in terms of job productivity. In addition, the present study aims to capture and empirically measure the variations in fundamental job characteristics in terms of job control and job demand between WFH and WFO by applying the job demand control support model. More specifically, we find that job control items, such as ‘talking right’ and ‘work rate’, and job demand items, such as ‘a long time of intense concentration’ and ‘hecticness of the job’, are vital factors that contribute to how these differences exert influence on employees' performance in the context of the pandemic.

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“…Multiple factors influence the success of boundary setting, including the availability of workstation space, number of people in the house, dependents requiring support with remote learning, and are consistent with research 29) from a range of countries during the pandemic. An emerging challenge for organisations is the adoption of new models of WFH post pandemic, based on evidence collected during the pandemic which emphasises the importance of dedicated workspace and ability to work without interruptions, in addition to good quality organisational support to optimise performance and productivity 29,30) .…”

Section: Strategies Implemented To Optimise Wfhmentioning

confidence: 99%

Strategies to manage working from home during the pandemic: the employee experience

et al. 2022

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How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

Cited by 33 publications

References 67 publications

A Telecommuting Experience Service Design Decision Model Based on BP Neural Network

A Telecommuting Experience Service Design Decision Model Based on BP Neural Network

Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China

Strategies to manage working from home during the pandemic: the employee experience

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