This study used a model to determine the combined effect of psychological resources, self-leadership strategies, and job embeddedness on work engagement for employees in the banking sector. A descriptive quantitative research framework was adopted; data were collected from a sample of 303 banking sector employees. The results indicated that self-leadership strategies influence work engagement through psychological resources and job embeddedness. The three constructs combined explained 70.3% of variance in work engagement. Psychological resources have the strongest direct influence on work engagement, and self-leadership is a strong determinant of the psychological resources and moderate determinant of job embeddedness. The study concluded that implementing self-leadership strategies, encouraging the practice of psychological capital, and ensuring strong links and fit (job embeddedness) would aid in enhancing an engaged workforce. The results indicate that accumulating and expanding internal and job resources from psychological capital, self-leadership, and job embeddedness significantly influence work engagement and buffer the effects of job demands.

The remote working environment is characterised by excessive use of new technology and work activities that extend to personal time. It is expected of each employee to balance multiple roles whilst maintaining maximum performance and individual wellbeing; however, without adequate support from an organisation, employees languish instead of flourish. The current study applied a model to investigate the combined effect of technostress, work–family conflict, and perceived organisational support on workplace flourishing for higher education employees. The study followed a cross-sectional quantitative research framework. Data were collected from a sample of 227 academic and support staff employees from a selected residential University in South Africa. The results indicated that technostress through perceived organisational support and through work–family conflict influences workplace flourishing. No direct significant effect was reported between technostress and workplace flourishing. Technostress, work–family conflict, and perceived organisational support combined explained 47% variance in workplace flourishing. Perceived organisational support displayed the strongest direct effect on workplace flourishing, and technostress is a strong determinant of work–family conflict, which then mediates the relationship between technostress and workplace flourishing. The study concluded that providing organisational support and creating policies favourable to work–life balance assist employees in managing techno-overload, techno-invasion, and techno-complexity (technostress) better and enhance workplace flourishing. Although employees struggle in the remote working context with demands imposed by techno-overload, techno-invasion, and techno-complexity, the results indicate that perceived organisational support and balanced work life act as job resources that enhance emotional, psychological, and subjective wellbeing (workplace flourishing).

PurposeThe study assessed the impact of technostress creators, work–family conflict and perceived organisational support (POS) on work engagement for employees operating within the virtual and hybrid work settings. The idea is to redefine the antecedents of work engagement in work settings that are characterised by excessive technology and work–family conflict.Design/methodology/approachData gathered from 302 academics and support staff employees at a selected university in South Africa were utilised to assess the abovementioned relationships via variance-based structural equation modelling.FindingsThe combined effect of technostress, work–family conflict and POS on work engagement indicates that work–family conflict is a critical component in the relationship between technostress and work engagement. Although POS is seen as a job resource that lessens stress, the study found that the influence of work–family conflict is stronger than that of POS; hence, a negative influence is reported on work engagement. Despite the presence of support, overwhelming technostress creators and work–family conflict issues increase demands and influence work engagement negatively.Research limitations/implicationsThe results noted that, in hybrid and virtual work settings, managers can drive employee engagement by focussing on designing more favourable work–life balance (WLB) policies, providing adequate information communication technology (ICT) support, fostering aspects of positive technology and defining the boundaries between work life and family time.Practical implicationsThe managers need to realise the detrimental effects of both technostress and work–family conflict on work engagement in virtual and hybrid work settings. Expanding the personal and job resources of individuals in hybrid and virtual settings is critical to enable them to meet the additional work demands and to manage the strain imposed by technostress. Instituting relevant organisation support has proved to be inadequate to address the challenges relating to technostress and work–family conflict. Therefore, introducing WLB policies that assist employees to set clear boundaries between work and family time to avoid burn out and spillover is critical. This is especially important when dealing with technostress creators in the remote work setting. Additionally, providing adequate ICT support as well as training related to use of different devices and software should be part of the organisational culture.Social implicationsA manageable and reasonable workload should be maintained bearing in mind the complexity and ambiguity associated with the hybrid work setting. Managers should make allowances for employees to adjust managers' schedules to accommodate personal obligations, as well as adjust employees' workloads to accommodate family responsibilities. As for the coping strategy of technostress and work–family conflict, considering the positive effects of the supportive work environment is important.Originality/valueThis study provides a model on the interaction of the redefined antecedents (technostress and work–family conflict) of work engagement in high-tech environments such as virtual and hybrid work settings.

Orientation: The success of organisations depends on their ability to appoint, develop, sustain and retain skilled employees. Retaining a strongly committed workforce has become a top priority for most organisations in the financial service sector. Nurturing positive organisational behaviours and emotions helps retain employees, and this is key to lowering the risk of losing precious talent.Research purpose: The purpose of the study was to determine if self-leadership and psychological capital positively influence job embeddedness.Motivation for the study: The study was motivated by the sentiments from a study conducted by Nafei (2015) that indicated that traditional methods of reducing turnover have become ineffective. The focus on positive retention was however described as promising.Research approach/design and method: A cross-sectional quantitative survey was employed using self-administered questionnaires. The sample comprised 303 banking sector employees. Data were analysed using SmartPLS.Main findings: Self-leadership strategies (constructive thought patterns, behavioural strategies and natural rewards) through psychological resources (hope, optimism and self-efficacy) positively influenced job embeddedness.Practical/managerial implications: The banking industry that seeks to retain employees may invest in increasing levels of job embeddedness, which can be achieved through enhancing psychological resources and utilising self-leadership strategies.Contribution/value add: The findings provide preliminary insights that contribute to the body of knowledge concerned with positive organisational behaviour and retention in the fields of industrial and organisational psychology in the South African context.