The Moderating Effect of Age on the Association Between High-Performance Work Systems and Employee Performance in Different Work Roles

Pahos, Nikolaos; Galanaki, Eleanna; Heijden, B.I.J.M. van der; Jong, Jeroen de

doi:10.1093/workar/waaa032

Cited by 9 publications

(20 citation statements)

References 96 publications

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“…As already mentioned, the demand for flexible work arrangement has increased during the pandemic, prompting organizations to adopt remote working arrangements. This attracted the attention of many scholars and researchers to the subject of remote working and its association with diverse aspects of employees including employee performance (Angela et al, 2021;Mulvie, 2021;Pahos et al, 2021;Popovici, 2020;Ray & Pana-Cryan, 2021). As such, the association between remote working and employee performance has widely been explored in literature (Angela et al, 2021;Toscano & Zappala, 2021;Wang et al, 2020;Ray & Pana-Cryan, 2021;Pahos et al, 2021).…”

Section: Study Rationalementioning

confidence: 99%

“…This attracted the attention of many scholars and researchers to the subject of remote working and its association with diverse aspects of employees including employee performance (Angela et al, 2021;Mulvie, 2021;Pahos et al, 2021;Popovici, 2020;Ray & Pana-Cryan, 2021). As such, the association between remote working and employee performance has widely been explored in literature (Angela et al, 2021;Toscano & Zappala, 2021;Wang et al, 2020;Ray & Pana-Cryan, 2021;Pahos et al, 2021). However, there is scarcity in literature regarding the moderating influence of generation on the association between remote working and employee performance.…”

Section: Study Rationalementioning

confidence: 99%

“…Employee Performance: This is how workers behave in the workplace and how well they can perform and accomplish tasks or duties assigned to them (Pahos, et al, 2021).…”

Section: Employee Productivitymentioning

confidence: 99%

“…Career Seeker Role: Refers to the things that employees do to advance their careers. For instance, attending training programs, and get mentoring (Pahos et al, 2021).…”

Section: Job Holder Rolementioning

confidence: 99%

“…Section four adopts a 7-item scale by Golden (2008) to measure the independent variable being remote working. Section five adopts a 20-items from the Utrecht Work Engagement Scale (UWES-17) and adopted by Pahos et al, 2021 scale to measure the dependent variable employee performance. Section six adopts a one-item from Saileela & Thiruchanuru (2018) to measure the moderating variable being generation.…”

Section: Questionnaire Designmentioning

confidence: 99%

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The Moderating Role of Generation in the Relationship Between Remote Working and Employee Performance. (c2022)

Abdallah¹

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The relationship between remote working and employee performance has been explored by various previous studies. However, the outcomes of these studies have been contradictory. While some studies have found that remote working has no association with employee performance, others have established that remote working and employee performance are either positively or negatively associated with employee performance. This inconsistency in the outcome of prior studies, attracted our interest to test whether or not, remote working and employee performance are associated. Additionally, we were interested to understand whether or not, age (described in form of generations) has a moderating role in the relationship between employee performance and remote working. To realize our objectives, this study employed role-based measurement of employee performance which introduces five roles that an employee can undertake in a company or organization, and these include job holder, career seeker, innovator, team member, and organization member. By incorporating social exchange theory with lifespan theories particularly focusing on future perspectives, we suggest that age has a moderating impact on the relationship between remote working and employee performance such that younger generations employees are positively associated with remote work and have high job performance while working remotely, and older generation employees are negatively associated with remote working such that they have low job performance while working remotely. Using data gathered from 285 respondents in Lebanon (who are employees working in diverse industries and organizations) and analyzed using multiple regression analysis. The analysis outcome shows that remote working positively associate with employee performance in all the roles that an employee can hold. However, the analysis also revealed that age (or generation) does not have a moderating role in the relationship between remote working and employee performance, but age associates with remote working such that younger generations positively associate with remote working while older generation employees negatively associate with remote working. The association between age and remote working concerns predilection to remote working and not performance. The outcome of this study suggests that, in deploying roles and tasks to employees especially in a remote working arrangement, managers should take great consideration that employees in regard to their generations or age are different, special, and unique in their own ways as well as in different roles.

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Section: Study Rationalementioning

confidence: 99%

Section: Study Rationalementioning

confidence: 99%

“…Employee Performance: This is how workers behave in the workplace and how well they can perform and accomplish tasks or duties assigned to them (Pahos, et al, 2021).…”

Section: Employee Productivitymentioning

confidence: 99%

“…Career Seeker Role: Refers to the things that employees do to advance their careers. For instance, attending training programs, and get mentoring (Pahos et al, 2021).…”

Section: Job Holder Rolementioning

confidence: 99%

Section: Questionnaire Designmentioning

confidence: 99%

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The Moderating Role of Generation in the Relationship Between Remote Working and Employee Performance. (c2022)

Abdallah¹

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Creating an age-inclusive workplace: The impact of HR practices on employee work engagement

Fan

Song

Fang

et al. 2023

Journal of Management & Organization

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Drawing on social exchange theory, our study aims to examine how age-inclusive human resource (HR) practices affect work engagement by shaping the age-diversity climate and perceived organizational support (POS). We hypothesize that diversity beliefs play a moderating role in the relationship between age-inclusive HR practices and POS. Our analysis of a sample of 983 employees from 48 organizations in China highlights the direct impact of age-inclusive HR practices on work engagement. Moreover, age-diversity climate and POS mediate the association between age-inclusive HR practices and work engagement. We further demonstrate that diversity beliefs play a moderating role in the association between age-inclusive HR practices and POS. Our findings not only contribute to the literature but also provide practical implications for managing an aging workforce.

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From inclusive climate to organizational innovation: Examining internal and external enablers for knowledge management capacity.

Li¹,

Shao²,

Wang³

et al. 2022

Journal of Applied Psychology

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As the diversity field evolves, scholars are shifting the attention from mitigating "problems" associated with diversity to searching for ways to leverage the potential value in diversity. We advance this field by studying how an inclusive climate benefits organizational innovation, an important foundation for sustained competitive advantage. Adopting a synergy perspective, we examine the internal (i.e., workplace demographic diversity in terms of age, gender, and region) and external contingencies (i.e., environmental scanning and environmental uncertainty) for an inclusive climate to foster incremental and radical innovation through the mechanism of knowledge management capacity. We tested our research model with a three-wave data collection from multiple sources (i.e., employees, human resource managers, and executives) in 102 organizations. We found that workplace age and regional diversity (but not gender diversity) strengthened the positive effect of inclusive climate on knowledge management capacity, and subsequently incremental and radical innovation. The facilitating effect of environmental scanning was only significant for organizations that experienced higher environmental uncertainty. Our research highlights the importance of considering the synergistic potential of internal human resources and external environments for organizations to capitalize on their inclusive climate for knowledge management and innovation.

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The Moderating Effect of Age on the Association Between High-Performance Work Systems and Employee Performance in Different Work Roles

Cited by 9 publications

References 96 publications

The Moderating Role of Generation in the Relationship Between Remote Working and Employee Performance. (c2022)

The Moderating Role of Generation in the Relationship Between Remote Working and Employee Performance. (c2022)

Creating an age-inclusive workplace: The impact of HR practices on employee work engagement

From inclusive climate to organizational innovation: Examining internal and external enablers for knowledge management capacity.

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