How job resources influence employee productivity and technology-enabled performance in financial services: the job demands–resources model perspective

Abstract

PurposeThis study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion).Design/methodology/approachThe data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling.FindingsStudy 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion.Practical implicationsThe study's findings point to the importance of developing interventions that decrease emotional exhaustion.Originality/valueThis is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology.

Job involvement and valuation of job resources: The mediating effect of satisfaction with job resources

“…Meanwhile, job resources trigger a motivating process that helps people achieve their goals, stimulates their personal growth/development, and reduces job demands, leading to positive outcomes such as engagement and satisfaction (Crawford et al, 2010). Therefore, job resources have been positively associated with improved performance (Nuutinen, Ahola, Eskelinen &Kuula, 2022).…”

Supervisors’ provision of physical environment resources to administrative support staff in a public university

“…Roskams andHayes (2020), citing Schaufeli andTaris (2014), clarify the ambiguity between demands and resources by associating demands with negative work characteristics and resources with positive aspects. In essence, the provision of job resources should correlate with the job demands situation (Nuutinen et al, 2022). In this case, resources would serve as a reward system to prompt employees to be committed to their job and the organization because they would realize that the organization cares (Abun et al, 2022).…”

“…Empirical studies on the importance of supportive physical environment resources for the improved performance and attitudes of employees facing demanding duties and high workload exist in high numbers (Nuutinen et al, 2022;Udaksana et al, 2022). However, the focus has mainly been in the business sector with a focus on employees' perceptions and experiences with their physical workplace environment (AL-Hashimi & Al-Barri, 2018;Xia, et al, 2020;Ryu, 2016).…”

Family friendly policies: a double-edged sword?

“…Improvement in productivity levels. Productivity is defined as the ratio of an employee's weighted outcomes to an employee's weighted resource utilization (Nuutinen et al, 2021). The level of employee productivity depends on several factors such as individual competence, working environment, human resource (HR) policies, supervisor behavior and organizational norms (Anjum et al, 2018).…”