Introduction

Bergum, Svein; Peters, Pascale; Vold, Tone

doi:10.1007/978-3-031-06813-3_1

Cited by 4 publications

(7 citation statements)

References 15 publications

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“…It is not clear how leaders toggle between these two poles to keep employees satisfied. Future research could explore how managers in hybrid work contexts deal with ambiguous and complex situations and choose the right media to communicate with their employees (Bergum et al, 2023).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

At your service: supportiveness of servant leadership, communication frequency and communication channel fostering job satisfaction across generations

Coun,

De Ruiter,

Peters

2023

Front. Psychol.

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IntroductionThe present study contributes to the conversations on the role of ‘autonomy supportive’ factors in employee wellbeing in remote work contexts by examining the relationships between servant leadership, communication frequency – overall and via synchronous (i.e., individual video-calls, individual telephone calls) and asynchronous communication channels (i.e., e-mail messages, and WhatsApp) – on the one hand, and job satisfaction, on the other, and the moderating role of generation (Baby Boomers and Gen X versus Gen Y) in these relationships.MethodBuilding on self-determination theory, incorporating insights from servant leadership, telework, and media richness and synchronicity literatures, we developed hypotheses that were tested via multilevel analysis (273 employees nested in 89 managers).ResultsIn line with expectations, servant leadership had a positive relationship with job satisfaction. Total communication frequency, however, was not related to job satisfaction. Further analyses per communication channel showed that only level 2 e-mail communication frequency was positively related to job satisfaction. In contrast to expectations, the relationships studied were not moderated by generation.DiscussionWe concluded that, for all generations, both servant leadership and frequent (e-mail) communication can be regarded as ‘autonomy supportive’ factors in employee wellbeing. Paradoxically, whereas servant leadership, considered as a human-centric leadership style, suggests close trust-based employment relationships, employees valued frequent asynchronous communication (via e-mail). Having access to information and knowledge when needed may satisfy employees’ need for autonomy (and perhaps for flexibility to engage in work and non-work activities). The insights gained in our study can inform organizations, managers, and employees, particularly in future remote work contexts.

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Section: Limitations and Future Researchmentioning

confidence: 99%

At your service: supportiveness of servant leadership, communication frequency and communication channel fostering job satisfaction across generations

Coun,

De Ruiter,

Peters

2023

Front. Psychol.

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“…While this sudden shift was built upon a foundation of at least three decades of online and blended learning practices, it also spotlighted the inherent problems with such modalities. Concepts like Massive Open Online Courses (MOOCS) gained traction during this period (Carbonnier, 2014;Margaryan, Bianco, and Littlejohn, 2015;Littlejohn et al, 2016), yet the crisis exacerbated the balancing act many students struggled with, blurring boundaries between work, home, and study (Bergum, Peters, and Vold, 2023).…”

Section: Impact Of Covid-19 On Lifelong Learningmentioning

confidence: 99%

Facilitating Lifelong Learning for Mature Part-time Students: Findings from South Africa and Norway

Vold,

Lourens,

Kiønig

et al. 2023

ECEL

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When the COVID-19 pandemic spread, governments worldwide ordered most of the population to stay at home. From one day to the other all lecturing in higher education institutions (HEIs) had to be online. For many this resulted in solitude and isolation, something that in turn ad an effect on students’ well-being and academic achievements. The situation was somewhat different for mature part-time students (MPTS). They had struggled with being able to attend classes (at a campus), sometimes feeling alienated and left “on their own”. During the pandemic, they were able to attend more lectures as they were offered online. After the pandemic, most courses were offered as a hybrid version; they could return to campus or follow the courses online. Some students returned to campus, but not as many as one hoped. Hence, the student well-being and the academic achievements did not improve as much as hoped and expected. There have been several discourses regarding “forcing” students back to campus in order to improve the students’ situation and to regain the personal contact with the students. However, for one growing group of students, the MPTS’, the hybridity is what has brought them closer to the campus. For these students, the academic achievements have not deteriorated nor their well-being. In fact, investigations show that the hybrid education enables a life-long education situation. In this paper we present investigations from two universities from two very different parts of the world; The Inland Norway University of Applied Sciences, Norway and Nelson Mandela University, South Africa. Our joint research has focussed on looking at how hybridity can be adapted in order to better facilitate for the MPTS to maintain in a life-ling learning situation supporting academic success and ensuring retention, as this group is now no longer in a home office, but back in a work-life.

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“…Arbeidsomstandigheden, ofwel de omgevingsfactoren tijdens het werk, waaronder de lichamelijke belasting die met de uitvoering van het werk gepaard gaat, zoals het langdurig achter het beeldscherm zitten, de mate van veiligheid en bescherming tegen ongevallen in de werkomgeving, zoals afleiding tijdens het werk (cf. Bergum et al, 2023), en de psychosociaalbelastende arbeidsomstandigheden, zoals werkdruk en gedrag van de leidinggevende of collega's (Dekker, dit special issue). In de empirische bijdragen aan het special issue wordt de laatste categorie van deze derde 'A' het meest besproken, veelal aan de hand van het job demands-resourcesmodel (Bakker & Demerouti, 2007).…”

Section: Hybride Werken En De Vier A's Van Arbeidskwaliteitunclassified

“…De hulpbronnen leiderschapssteun en teamcohesie werden door de universitaire medewerkers in hun studie door de tijd als stabiel ervaren. Tot slot hangt de ervaring van de arbeidsomstandigheden natuurlijk ook af van de (fysieke) inrichting van de thuiswerkplek en de uitdagingen die thuiswerken (verplicht tijdens de lockdowns) met zich meebracht en nog altijd brengt (Bergum et al, 2023;Cramer et al, dit special issue; Den Dulk, dit special issue).…”

Section: Hybride Werken En De Vier A's Van Arbeidskwaliteitunclassified

Telewerken tijdens en sinds de COVID-19-pandemie: Recht zo die gaat?

Gerards¹,

Peters

2023

Tijdschrift Voor Arbeidsvraagstukken

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Introduction

Cited by 4 publications

References 15 publications

At your service: supportiveness of servant leadership, communication frequency and communication channel fostering job satisfaction across generations

At your service: supportiveness of servant leadership, communication frequency and communication channel fostering job satisfaction across generations

Facilitating Lifelong Learning for Mature Part-time Students: Findings from South Africa and Norway

Telewerken tijdens en sinds de COVID-19-pandemie: Recht zo die gaat?

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