Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation model

Fürstenberg, Nils; Alfes, Kerstin; Shantz, Amanda

doi:10.1002/hrm.22041

Cited by 27 publications

(18 citation statements)

References 81 publications

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“…One notable factor of significance is the attitudes and behaviours of supervisors towards workers. It is crucial that supervisors review whether or not they assign appropriate workloads to workers, regularly recognise outstanding performance amongst workers, whether they are effective communicators and if they provide suitable resources, since all of these are crucial to enhancing the WLB of workers [ 113 ]. Another issue is the use of social media.…”

Section: Discussionmentioning

confidence: 99%

The Interplay of Socioecological Determinants of Work–Life Balance, Subjective Wellbeing and Employee Wellbeing

Wong

Lee²,

Teh

et al. 2021

IJERPH

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Today’s workers are struggling to achieve a balance between their work and personal life roles because of both specific needs and limited resources. This study explored the socioecological factors that influence work–life balance (WLB) and how they operate. The relationships between WLB, subjective wellbeing, employee wellbeing and quality time allocation were examined. A total of 1063 responses were received, using an online survey. The results show that relational, community and societal factors directly influenced the individual factors and were indirectly associated with perceived WLB. Individual factors (i.e., personal feelings, behaviours and health) were found to be the crucial determinants of an individual’s perceived WLB. It was found that WLB positively correlated with employee wellbeing and quality and quantity of personal life-time. Subjective wellbeing was found to be a significant moderator in the relationship between WLB and its outcomes. This study demonstrated the process of how workers determine their own WLB by applying the socioecological framework for categorising the determinants and suggested new avenues that improve the whole wellbeing of workers and also foster long-term development of organisations.

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Section: Discussionmentioning

confidence: 99%

The Interplay of Socioecological Determinants of Work–Life Balance, Subjective Wellbeing and Employee Wellbeing

Wong

Lee²,

Teh

et al. 2021

IJERPH

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“…Finally, new generation employees have a strong and friendly motivation. They always try to achieve their greater value and make broader contributions to undertake positive behavior, such as introducing new working methods, improving work processes, actively seeking feedback, and influencing organizational strategies ( Furstenberg et al, 2020 ).…”

Section: Conceptual Framework and Research Hypothesesmentioning

confidence: 99%

Distributed Leadership and New Generation Employees’ Proactive Behavior: Roles of Idiosyncratic Deals and Meaningfulness of Work

Zhang

Dai

et al. 2021

Front. Psychol.

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New generation employees have become the main force of the organization, and their proactive behavior directly affects the organization’s future development. How to effectively stimulate the proactive behavior of new generation employees has become a hot topic in the field of organizational management. Based on the integrated perspective of social exchange and self-enhancement, we constructed a multistep mediation model to explore the influence mechanism of distributed leadership on the proactive behavior of new generation employees. We designed a three-stage research method of supervisor-employee pairing to collect data from 26 supervisors and 304 new generation employees in a new energy vehicle company in East China. Results indicated that (a) distributed leadership is positively related to proactive behavior of new generation employees; (b) idiosyncratic deals and meaningfulness of work mediated the linkage between distributed leadership and new generation employees’ proactive behavior; (c) idiosyncratic deals and meaningfulness of work play a multistep mediation role between distributed leadership and new generation employees’ proactive behavior. These findings have theoretical implications for the proactive behavior literature and managerial implications for practitioners.

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“…Though work performance and meaningfulness have been acknowledged to be of salient organizational constructs by researchers and of significant interest by organizational leaders (e.g. Fürstenberg et al , 2020; Yeoman, 2014), review of the literature on job meaningfulness (JM), EE and employee performance reveals substantive gaps in knowledge and understanding on how they influence each other (Steger et al , 2013) and what could possibly the role of supervisory support (SS), which is a vital job resource (refer Table 1).…”

Section: Introductionmentioning

confidence: 99%

“…For instance, though meaningfulness of work has been acknowledged to be a salient driver of individual JP, yet it is yet to be fully understood how meaningfulness of work manifests itself in the workplace and contributes positively to JP (Fürstenberg et al , 2020; Stein et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, most of the studies in this domain are confined to the western societies, where academic scholars have empirically demonstrated positive relationship between EE, organizational resources and positive work behavior (e.g. Alfes et al , 2013; Fürstenberg et al , 2020; Truss et al , 2013). However, very few studies have been conducted the eastern world, particularly in the Indian work context (Kataria et al , 2019; Mohanty and Arunprasad, 2021; Singh et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Job meaningfulness, employee engagement, supervisory support and job performance: a moderated-mediation analysis

Panda

Sinha

Jain

2021

IJPPM

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PurposeGuided by social exchange, broaden and build and conservation of resources theoretical perspectives, this study explores the moderated mediating role of supervisory support (SS) on the relationship between job meaningfulness (JM) on job performance (JP) through employee engagement (EE).Design/methodology/approachField data were collected from two hundred and nineteen executives and their thirty-eight supervisors of a large paint manufacturing industry through a time-lagged research design and was analyzed with partial least squares based structural equation modeling.FindingsFindings of this study indicate that JM mediated by EE contributes to JP, which means if an employee finds one's job meaningful, she/he is likely to be more engaged emotionally, psychologically and cognitively to deliver better JP. SS is also found to be salient as it moderates both direct and indirect relationships between JM and JP through EE.Research limitations/implicationsGeneralizability of the findings of this study should be done with caution. Though the study has time-laggard data from two different sources but missing longitudinal data restricts causality of relationships/findings.Practical implicationsThese findings are relevant for organizations given that organizational leaders can create a context, by appropriate job design and engaging work context that motivates employees to perform better in their jobs. Insights of this study will be useful for organizations to curate meaningful jobs for their employees and also groom leaders with requisite skills and competencies to help subordinates perform up to their potential.Originality/valueThis study is an attempt toward a better understanding of the interplay of JM, work engagement and SS on JP in a manufacturing set-up in India, which has not been hitherto examined in Indian context.

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Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation model

Cited by 27 publications

References 81 publications

The Interplay of Socioecological Determinants of Work–Life Balance, Subjective Wellbeing and Employee Wellbeing

The Interplay of Socioecological Determinants of Work–Life Balance, Subjective Wellbeing and Employee Wellbeing

Distributed Leadership and New Generation Employees’ Proactive Behavior: Roles of Idiosyncratic Deals and Meaningfulness of Work

Job meaningfulness, employee engagement, supervisory support and job performance: a moderated-mediation analysis

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