Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

Saragih, Susanti; Margaretha, Meily; Anantyanda, Luthfia

doi:10.9744/jmk.23.2.177-185

Cited by 14 publications

(8 citation statements)

References 33 publications

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“…Corona Virus Disease (Covid-19) pandemic causes significant disruptions in the operations of public-sector enterprises (Saragih et al, 2021). Public service officers use telecommunication from home to continue providing services and limit disease transmission (Bao et al, 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This increased concern for one's well-being has engulfed the workplace (Saragih et al, 2021). Many businesses have begun to adopt workplace welfare initiatives.…”

Section: Literature Reviewmentioning

confidence: 99%

“…According to certain studies (Saragih et al, 2021) and (Thorstensson, 2020), employees who believe they have adequate control over their job have greater happiness, performance, and well-being. A satisfactory level of autonomy in the workplace allows employees to perform a broader range of tasks, redefine their roles, and modify aspects of work that will result in effective work methods.…”

Section: Literature Reviewmentioning

confidence: 99%

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Work From Home in Organizations: Literature Review

Febriani

Sopiah

2022

MULTI RES LIT

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This literature review focuses on the entire world. Researchers find that working from home increases productivity for roughly two-thirds of employees by making better use of time and travel and meet higher performance standards. The article investigates working from home on employee productivity, focusing on organizations that boost employee productivity. This study examined 30 reports to determine the organizational factor's impact when working from home. Today, working from home is a famous work arrangement with companies and employees using it to perform flexible and automated work. This study examines the impact of employees working from home (Vyas & Butakhieo, 2020). Many public and private organizations provide the option of working from home as an alternative way to carry out their responsibilities. Compared to working in an office, working from home has both advantages and disadvantages for employees (Carillo et al., 2021). A new policy must create based on practical considerations for the organization and its employees so that working from home can provide new knowledge with flexibility in working hours as a policy in the future to function optimally (Xiao et al., 2021).

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Section: Literature Reviewmentioning

confidence: 99%

“…This increased concern for one's well-being has engulfed the workplace (Saragih et al, 2021). Many businesses have begun to adopt workplace welfare initiatives.…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Work From Home in Organizations: Literature Review

Febriani

Sopiah

2022

MULTI RES LIT

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“…For this reason, in evaluating the fitness of items in a measurement, a mean-square residual summary statistics, such as Outfit and Infit values, are convenient to use (Wright et al, 1994 ). Moreover, as the employees' QoL is found to diverge at long commutes (Kroesen, 2022 ), indoor soundscapes (Torresin et al, 2021 ; Xiao et al, 2021 ), physical exercise (Xiao et al, 2021 ), food intake (Xiao et al, 2021 ), communication with coworkers (Xiao et al, 2021 ), children at home (Xiao et al, 2021 ), distractions while working (Xiao et al, 2021 ), adjusted work hours (Xiao et al, 2021 ), and job autonomy (Saragih et al, 2021 )–some items may not invariantly measure the employees' QoL between the groups of WFH and WIO. Therefore, if the WHOQOL-BREF is not measurement invariant, the WHOQOL-BREF may be easier for one of the groups to reach a high level of QoL.…”

Section: Introductionmentioning

confidence: 99%

Quality of life in multiple scenarios: The impact of work mode and social contact quantity

et al. 2023

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IntroductionDuring the COVID-19 pandemic, many employees were encouraged to temporarily work from home as an attempt to decrease social contact with others. However, the employees' quality of life (QoL) may have been threatened by this mode of working. This study, therefore, aims to explore the employees' QoL given the new mode of working from home (WFH) as a result of the pandemic vs. working in the office (WIO), the amount of social contact that they were exposed to, and the ratio of face-to-face contact that they had.MethodsA total of 803 WFH employees and 588 WIO employees' QoL was assessed during the same time period using the WHOQOL-BREF, which contains four domains: physical health, psychological health, social relationship, and the environment. We then divided the participants into 16 groups in accordance with the levels of work mode, social contact quantity, and face-to-face contact ratio–forming a case-control study. A differential item functioning (DIF) analysis was used to analyze the responses on the WHOQOL-BREF under the 4-dimensional rating scale model fitting.ResultsThe results indicated that WFH employees' QoL was superior to that of WIO employees. The relationship between the WFH mode and the employees' QoL was specifically moderated by the amount of social contact and the ratio of face-to-face contact that was experienced. The results further demonstrated that the increased amount of non-face-to-face contact was better for WFH employees' QoL than that of WIO employees.DiscussionIn conclusion, the WFH mode was practical during the COVID-19 pandemic, as our findings indicated that WFH employees' QoL was better than WIO employees' QoL. However, maintaining social connections is equally important as this allows employees to perform better at their jobs and maintain such performance. The employees with a higher number of social support had a better QoL. Additionally, the facets detected as DIF items provided implications for the QoL with regard to the research methodology and insight into factors affecting the employees' QoL.

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“…Compared with "work in the office (WIO)," WFH has a few advantages: flexible working hours and saving time on commuting to work; and disadvantages: difficulty in separating home affairs from professional ones, social isolation, and more significant organizational requirements [7]. Employees' QoL is further found to diverge at long commutes [8], indoor soundscapes [9,10], physical exercise [10], food intake [10], communication with coworkers [10], children at home [10], distractions while working [10], flexible work hours [10], and job autonomy [11]. Hence, how to promote the effectiveness of WFH has been a challenge for profession of organizational management [12,13].…”

Section: Introductionmentioning

confidence: 99%

Quality of Life in multiple scenarios: The impact of work mode and social contact quantity

Leng

Tsai

Chan

et al. 2022

Preprint

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Background This study aims to explore issues, such as (i) whether there is a difference in quality of life (QoL) among subgroups of the work mode (working from home (WFH) vs. working in the office (WIO)), social contact quantity, and face contact ratio; (ii) whether employees' QoL is moderated by the social contact quantity and face contact ratio given their work mode; (iii) whether the three-way interaction effect of work mode, social contact quantity, and face contact ratio on employee's QoL is significant; and (iv) whether the WHOQOL-BREF invariantly measures for the subgroups of the work mode, social contact quantity, and face contact ratio. Methods We assessed the QoL of 803 WFH employees and 588 WIO employees during the same time period and divided them into sixteen groups resulting from the levels of work mode, social contact quantity, and face contact ratio, forming a case-control study. A differential item functioning (DIF) analysis was used for analyzing the responses on the WHOQOL-BREF under the 4-dimensional rating scale model fitting. Results Our results indicated that WFH employees’ QoL was superior to that of WIO employees [χ2(1) = 8.52, p = 0.0035]. However, since the work mode was moderated by the social contact quantity [χ2(3) = 10.89, p = .012] and face contact ratio [χ2(1) = 11.39, p < .001], WFH employees’ QoL was worse than that of WIO employees if their amount of social contact was low and if most social contacts were not face-to-face. Moreover, WFH employees’ QoL was better than WIF employees’ QoL when most contacts were not face-to-face and the number of social contacts was high [χ2(3) = 9.07, p = .028]. Besides, the WHOQOL-BREF measured employees’ QoL biasedly as many facets of the WHOQOL-BREF were found to diverge among subgroups of the work mode and social contact quantity.Conclusions The WFH mode was practical in the COVID-19 pandemic. However, maintaining social connections is equally important so that employees can maintain good performance in jobs. The facets detected as DIF items provided implications for QoL research methodology and insight into factors affecting employees' QoL.

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Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

Cited by 14 publications

References 33 publications

Work From Home in Organizations: Literature Review

Work From Home in Organizations: Literature Review

Quality of life in multiple scenarios: The impact of work mode and social contact quantity

Quality of Life in multiple scenarios: The impact of work mode and social contact quantity

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