Individual self-concept and after-hours work behavior: Effect on employee engagement and the moderating roles of POS and PSS

Sinha, Ekta; Laghate, Kavita

doi:10.1016/j.ssaho.2023.100451

Cited by 5 publications

(4 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Contextual performance at the team level, although less common, provided insights into the importance of teamwork, cooperation, and mutual support among team members for overall team success (e.g., Jayaweera, 2015;Rylková & Bernatík, 2015). On the organizational level (26.83% of the articles), Process/job performance studies delved into organizational processes, practices, and systems influencing productivity, while Contextual performance studies highlighted the role of employees' extra-role contributions in enhancing organizational culture and climate (e.g., Alashab & Mohamad, 2020;Almarakshi et al, 2019;Sinha & Laghate, 2023;Arshad et al, 2015;Saltson, 2015;Dekoulou & Trivellas, 2015). In terms of Outcome performance, at the individual level (24.39% of the articles), Financial performance received substantial attention, focusing on the financial outcomes achieved by individuals and organizations, alongside studies exploring non-financial outcomes like customer satisfaction and service quality (e.g., Hamdany, 2022;Ližbetinová et al, 2017;Cetinkaya et al, 2019;Danish et al, 2015;Newman et al, 2015;Andjarwati et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…At the organizational level, Process/job performance is examined by Alashab & Mohamad (2020); Almarakshi et al (2019); Sinha & Laghate (2023), delving into organizational processes, practices, and systems impacting overall productivity and effectiveness. Contextual performance at the organizational level is explored by Arshad et al (2015); Saltson (2015); Dekoulou & Trivellas (2015), investigating employees' extra-role contributions enhancing organizational culture and climate.…”

Section: Categorization Of Reviewed Studies Based On the Type Of Perf...mentioning

confidence: 99%

“…(Alashab & Mohamad, 2020); (Almarakshi, et al, 2019); (Sinha & Laghate, 2023). Contextual performance Ye, et al, 2020); (Utrilla, et al, 2015); (Liu & Ko, 2012); (Siegel, et al, 2022).…”

Section: Individual Level Team Level Organizational Levelmentioning

confidence: 99%

See 2 more Smart Citations

A Systematic Literature Review on Job Performance in Diverse Organizations from 2010 to 2023

Alqarni,

Hamsan,

Mohd Rasdi

et al. 2023

IJARBSS

View full text Add to dashboard Cite

Employee performance profoundly influences organizational success, posing a global challenge. This systematic literature review (SLR) investigates job performance dimensions from 2010 to 2023, adhering to PRISMA guidelines. Data were searched via Scopus, Web of Science, PubMed, and Google Books, yielding 3450 records, reduced to 942 postdeduplications. After title and abstract screening, 829 records were excluded, leaving 41 studies for the final review. The findings categorize job performance into three levels: individual, team, and organizational, further divided into process/job performance and outcome performance. Most studies focus on individual-level process/job performance, with limited attention to organizational-level outcome performance. Employee performance's critical role in organizational effectiveness underscores its relevance to researchers and practitioners. The review emphasizes the importance of fostering supportive work environments and providing resources to enhance employee performance, ultimately driving organizational success. These insights are invaluable to those aiming to optimize employee performance and bolster organizational effectiveness.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Categorization Of Reviewed Studies Based On the Type Of Perf...mentioning

confidence: 99%

See 1 more Smart Citation

A Systematic Literature Review on Job Performance in Diverse Organizations from 2010 to 2023

Alqarni,

Hamsan,

Mohd Rasdi

et al. 2023

IJARBSS

View full text Add to dashboard Cite

show abstract

“…WCBA mainly refers to employees using mobile wireless communication equipment to handle work or communicate work-related affairs with colleagues during non-working hours (such as before and after work, weekends, and holidays) (Richardson & Benbunan-Fich, 2011; Sinha & Laghate, 2021). However, the impact of WCBA on TI is currently controversial.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Work Connectivity Behavior After-Hours and Turnover Intention: A Configuration Perspective

Tao,

Xu,

Zhou

et al. 2023

Sage Open

View full text Add to dashboard Cite

The use of Internet tools virtually increases the work connectivity behavior after-hours (WCBA), is becoming increasingly common. Previous studies have found that WCBA has a double-edged sword effect on turnover intention (TI), but the configuration effect had been ignored. To investigate the configuration effect of WCBA, internal factors (i.e., psychological capital and mindfulness), and external factors (i.e., family-to-work conflict and social support), on TI. A total of 305 participants have been collected using convenience sampling. A questionnaire that covers six personal and contextual scales of the WCBA, psychological capital (PsyCap), mindfulness, family-to-work conflict (FWC), social support (SS), and TI, was used to gather data. Adhering to configurational theory, the study was conducted using fuzzy-set qualitative comparative analysis (fsQCA). it was revealed that seven antecedent configurations could achieve high TI, among them, WCBA existed in S4 and S6 but was absent in S5 and S7. Moreover, WCBA can exist and be absent in S1-S3 simultaneously; and for the 13 configurations that achieve low level of TI, WCBA can exist or not. Therefore, although the achievement of low level of TI is to some extent influenced by WCBA, it relies more on the influence of other factors (i.e., PsyCap, mindfulness, ∼ FWC, and SS). The study proves that WCBA has a double-edged effect on TI. The absence of FWC and existence of SS, PsyCap, and mindfulness are critical variables to buffer the loss of psychological resources caused by WCBA and recover psychological resources in time. These results may be helpful to recognize the negative effect of WCBA existence, accompanied with the absence of mindfulness on TI; also, the absence of SS was as crucial as the existence of FWC in the process of achieving high level of TI.

show abstract

Impact of work connectivity behavior after-hours on employees’ unethical pro-family behavior

Liu,

Bai,

Yuan

et al. 2023

Curr Psychol

View full text Add to dashboard Cite

Individual self-concept and after-hours work behavior: Effect on employee engagement and the moderating roles of POS and PSS

Cited by 5 publications

References 35 publications

A Systematic Literature Review on Job Performance in Diverse Organizations from 2010 to 2023

A Systematic Literature Review on Job Performance in Diverse Organizations from 2010 to 2023

Work Connectivity Behavior After-Hours and Turnover Intention: A Configuration Perspective

Impact of work connectivity behavior after-hours on employees’ unethical pro-family behavior

Contact Info

Product

Resources

About