Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study

Huo, Weiwei; Gong, Jingya; Lu, Xiaorong; Tam, Kwok Leung; Kuai, Hejing

doi:10.1080/09585192.2022.2078992

Cited by 17 publications

(16 citation statements)

References 81 publications

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“…However, compared with traditional working methods, online communication in FWAs can easily lead to information asymmetry, resulting in role ambiguity and higher coordination costs. Employees need to make more efforts to obtain innovation support from the organization, so their willingness to innovate will be weaker [19], negatively impacting work efficiency and innovation performance [20]. Negative impacts may stem from role ambiguity and stress caused by leaders implementing FWAs and decentralization.…”

Section: Introductionmentioning

confidence: 99%

Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective

Wang

Xie

2023

Sustainability

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This study explores the double-edged sword effect of FWAs on employee innovation performance based on the Demand–Resource–Individual Effect (DRIVE) model. A total of 411 valid questionnaires from knowledge-based employees were collected in three stages through a survey of technology-based companies in China. The data were analyzed using SPSS 25.0 and AMOS 22 software, and multi-level linear model analysis was conducted to test the double mediating effect of psychological empowerment and role ambiguity and the moderating effect of role breadth self-efficacy. This study found that, in terms of the job demand path, flexible work arrangements (FWAs) increased employees’ role ambiguity, which in turn decreased their innovation performance; in terms of the job resource path, FWAs increased employees’ psychological empowerment, which in turn increased their innovation performance. From the perspective of individual differences, under the flexible work system, employees with high role breadth self-efficacy can enhance their psychological empowerment and reduce role ambiguity, thus promoting their innovation performance. This study is the first to analyze the “double-edged sword” effect of FWAs on employee innovation performance based on the DRIVE model, which effectively extends the moderating variable of role breadth self-efficacy in the model and helps to understand the impact of different types of FWAs on employee innovation performance. In addition, this study provides a reference for technology-based companies to strengthen their digital capabilities and regulation of FWAs, which is conducive to achieving sustainable business development.

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Section: Introductionmentioning

confidence: 99%

Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective

Wang

Xie

2023

Sustainability

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“…However, most studies on teleworking employees in the accounting industry have explored job demands and their negative influence on employee well-being aspects such as work-life balance [30][31][32], and the literature lacks studies addressing the issue of employees' turnover intention through a positive indirect pathway of job resources that might predict employees' intention to stay via the intervening effect of well-being variables. Therefore, to fill this void, we propose a serial mediation-based conceptual model by drawing upon the job demands and resources model (JD-R) and conservation of resource theory (CRT) (see Figure 1).…”

Section: Introductionmentioning

confidence: 99%

The Indirect Effect of Job Resources on Employees’ Intention to Stay: A Serial Mediation Model with Psychological Capital and Work–Life Balance as the Mediators

et al. 2022

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The COVID-19 pandemic has induced a sudden shift from work in an office setting to work from home. The flexibility and job autonomy achieved through telecommuting ought to facilitate positive outcomes among employees. Apart from a few contradicting studies, telecommuting literature predominantly revolves around the positive aspects of working from home. However, the number of employees voluntarily leaving their jobs has increased since “the great resignation” in March 2021. Therefore, building upon the conservation of resource theory and the job demands and resources framework, the current study tests the influence of specific job resources, job autonomy (JA), and perceived organizational support (POS) on employees’ intention to stay (IS) directly and indirectly through a unique serial mediation pathway of psychological capital (PsyCap) and work–life balance (WLB). The results affirmed that JA and POS have a positive association with employees’ IS. Moreover, PsyCap and WLB were also found serially mediating the direct association between JA, POS, and employees’ IS. The current study’s findings offer valuable insights for HR managers on the relevance of specific job resources and the role of psychological capital in controlling attrition rates. The findings of this study could be helpful for HR managers to design measures to reduce attrition rates and foster work–life balance and positive outcomes among employees. This study is among the first to instrument the indirect role (serial mediation) of PsyCap between job resources, WLB, and employees’ IS, thus significantly contributing to the literature.

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“…First and foremost, this study contributes to the research on leadership and employee behavior in remote workplaces. With remote work becoming increasingly popular and expected to gain further prevalence, there is a need for more research on how to improve employee engagement and reduce deviant behavior ( Huo et al, 2022 ). This study enhances the understanding of relevant research by examining the impact of different monitoring approaches by superiors on improving employee engagement and reducing deviant behavior in remote workplaces.…”

Section: Discussionmentioning

confidence: 99%

“…Remote work was proposed in the 1970s ( Golden and Eddleston, 2020 ), and the global remote work practice was intensified by COVID-19 in 2020 ( O’Brien and Yazdani Aliabadi, 2020 ). More than 3 years since the outbreak of COVID-19, the proportion of remote work has significantly increased in Europe, America, and Asia ( Huo et al, 2022 ). Data shows that in May 2020, more than 65% of people in the United States worked remotely at home ( Gallup, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

A study on the positive and negative effects of different supervisor monitoring in remote workplaces

Li,

Wang

2024

Front. Psychol.

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The current academic research on whether and how the different supervisor monitoring effect in remote workplace is relatively scarce. Based on the Job demand-resource (JD-R) Model, this study proposes that as a kind of work resource, interactional monitoring will enhance employees’ self-efficacy, further enhance remote employees’ work engagement and reduce their deviant behaviors. While as a kind of work requirement, electronic monitoring will decrease employees’ self-efficacy, further reduce remote employee’s work engagement and increase their deviant behaviors. This study gets the empirical date of 299 employees who experienced remote work. Amos 23.0, SPSS 23.0 software and process plug-in were used to do the hierarchical regression, bootstrap and simple slope analysis, so that to test the hypothesis. This study broadens the research situation and mechanism of different supervisor monitoring, so as to enrich the comprehensive understanding of the effect of them, and also to provide some inspiration and reference for relevant management practices.

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Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study

Cited by 17 publications

References 81 publications

Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective

Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective

The Indirect Effect of Job Resources on Employees’ Intention to Stay: A Serial Mediation Model with Psychological Capital and Work–Life Balance as the Mediators

A study on the positive and negative effects of different supervisor monitoring in remote workplaces

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