When supportive workplaces positively help work performance

Abstract

PurposeAlthough a supportive workplace is increasingly considered important for employees' performance, much of the evidence remains speculative, for example, it lacks offsetting mechanisms. This study addresses circumstances when perceived support helps and when it hurts work performance, depending on the mediating effects of job autonomy, intrinsic motivation and job satisfaction under the boundary conditions of perceived helpfulness of social media platforms and felt stress.Design/methodology/approachThis study collected data using a questionnaire protocol that was adapted and refined from the original scales in existing studies. The sample consists of 900 employees from the public healthcare industry in Vietnam. To test the hypotheses, the partial least squares (PLS) technique was used.FindingsThis study finds that job autonomy, intrinsic motivation and job satisfaction are important for the perceived support and work performance relationship in which perceived helpfulness of social media platforms plays a critical confounding role. The findings also confirm that felt stress negatively moderates the relationship between job satisfaction and work performance, weakening the effect job satisfaction has on employee work performance.Originality/valueThis study specifies the boundary conditions under which work performance is mostly affected while enhancing the understanding of how to reinforce intrinsic motivation and job satisfaction. The findings offer organizational and human resource management (HRM) scholars and practitioners a closer look at perceived helpfulness of social media platforms and support the suggestions that autonomy-supportive workplaces are superior.

Stronger Together: Examining the Interaction Effects of Workplace Dignity and Workplace Inclusion on Employees’ Job Performance

“…Although a great deal of research has been undertaken in this regard (e.g., Carmeli and Josman, 2006 ; Kamdar and Van Dyne, 2007 ; Tsai et al, 2007 ; Shantz et al, 2013 ; Yu and Frenkel, 2013 ; Kim et al, 2015 ; Du et al, 2016 ; Bodla and Ningyu, 2017 ; Yang and Wei, 2017 ; Chen and Tang, 2018 ; Khoreva and Wechtler, 2018 ; Khalid, 2020 ; Lin et al, 2020 ; Kim and Kim, 2021 ; Tran et al, 2021 ), the JP literature has some notable gaps. For instance, research has yet to look into the links between bright-side aspects of organizational life, for example, workplace dignity (WD), and employees’ JP ( Chen and Tang, 2018 ).…”

Assessing The Impact of Empowerment on Achieving Employee Performance Mediating Role of Information Communication Technology

“…Several other studies discovered that this relationship is not significant (Tran et al, 2020) and in addition, has a moderating effect (Llopis and Foss, 2016) In a nutshell, the empowerment and employees' performance in the service sector in the last decade has continued to trigger scholars' interest in this subject matter (Abualoush et al, 2018). Therefore, the main objective of this study is to overcome the contextual gap by conducting a study on employee empowerment related to employee performance.…”

The role of supervisor work-life support on the correlation between work autonomy, workload and performance: perspective from Tanzania banking employees

“…Supervisors are well-versed in a wide range of knowledge and are acutely aware of the demands of their subordinates [32]. More importantly, the supervisor fosters value congruence for both employees and supervisors and plays a critical role in maximizing employees' organizational outcomes [33,34]. Supervisors have the ability to function as a link between a business and its staff members, and the acts they do can dramatically affect how workers perceive the workfamily balance policy of their employer [27].…”

“…Therefore, we can refer to job autonomy as how much workers believe they have flexibility in making job-related decisions, implying that the organization values their input and ability to make good decisions. Work autonomy is a multifaceted concept that includes three key elements: work methods, scheduling, and decision-making [34]. Theory (SDT) state that "creating a work environment where employees are inspired in their autonomy is not only a good goal in itself, but it also leads to increased employee satisfaction and thriving, as well as other organizational benefits such as increased work performance (productivity)" [45].…”

“…As a result, supervisory support is widely considered a precondition for organizational support. Organizational Support Theory (OST) defines Supervisor Support (as organization's agent) as the extent to which workers believe their organization recognize their contributions and is concerned about employees' well-being [34,51]. In terms of performance, supervisor support on employees' autonomy is anticipated to improve and maintain their performance over time.…”