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Journal of Organizational Effectiveness: People and Performance

Publisher:
Emerald Group Publishing Limited
Emerald Publishing
ISSN:
2051-6614
Scimago Journal Rank:
18
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The effects of working from home during the COVID-19 pandemic on work–life balance, work–family conflict and employee burnout

Khalid, Afaf; Raja, Usman; Malik, Abdur Rahman; Jahanzeb, Sadia

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-12-2022-0366

Despite the extent of working from home (WFH) during the coronavirus disease 2019 (COVID-19) pandemic, research exploring its positive or negative effects is exceptionally scarce. Unlike the traditional positive view of WFH, the authors hypothesize that WFH during the COVID-19 pandemic has triggered work–life imbalance and work–family conflict (WFC) for employees. Furthermore, the authors suggest that work–life imbalance and WFC elicit burnout in employees.Design/methodology/approachUsing a time-lagged design, the authors collected data in three waves during the peak of the first wave of the COVID-19 pandemic to test the authors' hypotheses.FindingsOverall, the authors found good support for the proposed hypotheses. WFH had a significant positive relationship with burnout. WFH was negatively related to work–life balance (WLB) and positively related to WFC. Both WLB and WFC mediated the effects of WFH on burnout.Practical implicationsThis is one of the earliest studies to explore the harmful effects of involuntary WFH and identify the channels through which these effects are transmitted. The practical implications can help managers deal with the adverse effects of WFH during and after the COVID-19 crisis.Originality/valueThe authors' results significantly contribute to the research on WFH and burnout and present important implications for practice and future research.
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Dynamic capabilities of the SMEs for sustainable innovation performance: role of environmental turbulence

Taghizadeh, Seyedeh Khadijeh; Rahman, Syed Abidur; Nikbin, Davoud; Radomska, Malgorzata; Maleki Far, Shaghayegh

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-04-2023-0166

This study aims to investigate how dynamic capabilities, i.e. sensing, learning, integrating and coordinating trigger sustainable innovation performance. It also examines the direct and moderating role of environmental turbulence towards the sustainable innovation performance of small and medium-sized enterprises (SMEs).Design/methodology/approachThe data were collected through a cross-sectional survey of 169 SMEs in Oman and analysed through structural equation modelling using SmartPLS software.FindingsFindings of this study reveal that the sustainable innovation performance of SMEs is greatly influenced by the synergy of learning, integrating and coordinating capabilities. Notably, among these capabilities, coordinating capability emerges as the most important capability for SMEs with a primary emphasis on fostering both human and organizational well-being. However, this research reveals that building dynamic capabilities alone might not be sufficient to address social, ecological and economic sustainability criteria, and SMEs may need to extend their view beyond internal processes and integrate various environmental contingencies into their approaches while focusing on sustainable innovation performance.Practical implicationsThis research is useful for business managers while allocating resources in their business efficiently and effectively to achieve sustainable innovation performance. It also highlights that SMEs need to integrate various environmental contingencies into their approaches while focusing on sustainable innovation performance.Originality/valueTo the best of the authors’ knowledge, this study is one of the first to contribute to SME scholarship by mainly investigating the effect of specific four types of dynamic capabilities on sustainable innovation performance in a turbulent environment. This study is likely to contribute to the SMEs addressing sustainability innovation performance and develop capabilities to be sustainable in a turbulent environment.
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Climate of fear and job apathy as fallout of supervisory nonphysical hostility toward casual workers in the banking industry

Enwereuzor, Ibeawuchi K.; Onyishi, Amuche B.; Ekwesaranna, Fumnanya

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-07-2023-0300

Supervisory abuse is a form of destructive leadership. Research has continued to document many deleterious consequences associated with such improper behavior at work. This study further extends its consequences by testing a model linking abusive supervision to job apathy through a climate of fear.Design/methodology/approachThis study drew on affective events theory in investigating the role of the climate of fear in instances where casual workers perceive abuse in commercial banks. A three-wave and three-week time lag approach was adopted for data collection from 245 casual workers in southeastern Nigeria.FindingsResults from partial least squares structural equation modeling supported the model by showing that abusive supervision had a direct positive relationship with the climate of fear and job apathy, while the climate of fear related positively to job apathy. Results also revealed that the climate of fear partially mediated the relationship between abusive supervision and job apathy.Practical implicationsManagers can be trained to become more supportive and less abusive to address the problem of abusive supervision. Furthermore, casual workers are encouraged to report any abuse from their manager to higher authorities inside or outside their workplace.Originality/valueThis study sheds new insights and advances the abusive supervision literature by investigating the climate of fear as the underlying mechanism.
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Dynamic nexus between Smart HR 4.0 and innovation ambidexterity: a fuzzy-TISM and MICMAC approach

Gouda, Gopal Krushna; Tiwari, Binita

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-07-2023-0281

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.Design/methodology/approachBased on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.FindingsThis study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.Practical implicationsThis study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).Originality/valueThis study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.
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How job resources can shape perspectives that lead to better performance: a remote worker field study

Keeler, Justin B.; Scuderi, Noelle F.; Brock Baskin, Meagan E.; Jordan, Patricia C.; Meade, Laura M.

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-04-2023-0154

The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.Design/methodology/approachA time-lagged snowball sample of 223 full-time remote working adults in the United States participated in an online survey. Data were analyzed using R 4.0.2 and structural equation modeling.FindingsResults suggest remote job resources involving organizational trust and work flexibility increase performance via serial mediation when considering information communication technology (ICT) demands and work–life interference (WLI). The findings provide insights into counterbalancing the negative aspects of specific demands and stress in remote work arrangements.Practical implicationsThis study provides insights for managers to understand how basic job resources may shape perspectives on demands and WLI to impact performance. Specific to remote working arrangements, establishing trust with the employees and promoting accountability with their work flexibility can play an important part in people and their performance.Originality/valueThis study contributes theoretically to the literature by evidencing how components of the E-Work Life (EWL) scale can be used with greater versatility beyond the original composite measurement because of the job-demand resource (JD-R) framework and conservation of resources theory (COR). This study answers several calls by research to investigate how ICT demands and WLI play a complex role in work performance.
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Religiosity as a buffer of the harmful effects of workplace loneliness on negative work rumination and job performance

Azeem, Muhammad Umer; De Clercq, Dirk; Haq, Inam Ul

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-04-2023-0150

This study investigates how employees' experience of resource-depleting workplace loneliness may steer them away from performance-enhancing work efforts as informed by their propensity to engage in negative work rumination. It also addresses whether and how religiosity might serve as a buffer of this harmful dynamic.Design/methodology/approachThe hypotheses tests rely on three-round survey data collected among employees who work in various organizations in Pakistan – a relevant country context, considering the importance of people's religious faith for their professional functioning and its high-uncertainty avoidance and collectivism, which likely make workplace loneliness a particularly upsetting experience.FindingsAn important channel through which a sense of being abandoned at work compromises job performance is that employees cannot “switch off” and stop thinking about work, even after hours. The role of this explanatory mechanism is mitigated, however, when employees can draw from their religious beliefs.Practical implicationsFor human resource (HR) managers, this study pinpoints a notable intrusion into the personal realm, namely, repetitive thinking about work-related issues, through which perceptions of work-related loneliness translate into a reluctance to contribute to organizational effectiveness with productive work activities. It also showcases how this translation can be subdued with personal resources that enable employees to contain the hardships they have experienced.Originality/valueThis study helps unpack the connection between workplace loneliness and job performance by detailing the unexplored roles of two important factors (negative work rumination and religiosity) in this connection.
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Does workplace ostracism lead to workplace withdrawal? Testing the moderating-mediating effects of rumination and mindfulness in Indian hospitality industry

Srivastava, Shalini; Khan, Muskan; Kumari, Arpana; Jain, Ajay Kumar

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-08-2023-0328

Taking the support of social capital theory and conservation of resource theory, the present study explores the mediating role of rumination and moderating role of mindfulness in the relationship of workplace ostracism (WO) and workplace withdrawal (WW).Design/methodology/approachThe data were collected in two waves from 467 employees working in hotels located in Delhi NCR region of India. The hypothesised relationships were investigated by macro-PROCESS (Hayes, 2013).FindingsThe results found a mediating impact of rumination on WO and WW relationship. It further supported the moderating effect of mindfulness in weakening the association between WO and WW via rumination.Practical implicationsThis study identified mindfulness as an essential mechanism by which WO may be regulated to control employee's tendency to ruminate. Rumination may initially be prevented in organisations by regulating the primary effect of WO on employees' decisions for WW.Originality/valueBy linking the research model with the social capital theory, the study has contributed to the existing body of knowledge. The study is the first of its kind in India to examine the impact of hypothesised associations on the hotel industry. The findings of the study would help the industry in understanding the role of mindfulness in reducing aberrant behaviours at workplace.
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“If you want peace avoid interpersonal conflict”: a moderating role of organizational climate

Singh, Anurag; Waldia, Neelam

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-04-2023-0128

This study examines the impact of interpersonal conflict on workplace aggression. Moreover, the moderating role in the association between interpersonal conflict and workplace aggression has been examined.Design/methodology/approachThe research is grounded on the cognitive appraisal theory, which posits that interpersonal conflict contributes to aggression in the workplace. A sample of n = 250 employees from the steel industry in India was selected in two waves. The authors utilized Hayes' PROCESS macro v4.1 for path analysis.FindingsThe research reveals that interpersonal conflict is positively and significantly related to workplace aggression. Moreover, organizational climate is negatively associated with workplace aggression. The moderation analysis has revealed that organizational climate negatively moderates the relationship between interpersonal conflict and workplace aggression.Practical implicationsThis study suggests that recognizing the significance of the organizational climate, companies can proactively curtail the progression of disputes into hostile behaviors. Nurturing a positive workplace climate becomes paramount, as it acts as a buffer against conflict escalation. Educating both staff and managers about the diverse forms of aggression and implementing appropriate protocols to address such behaviors are crucial steps toward fostering a positive climate.Originality/valueThis study provides new insights into the existing literature on workplace aggression, interpersonal conflict and organizational climate for future research.
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Reviewing executive remuneration decision-making and reporting: implications for theory and practice

Perkins, Stephen J.; Shortland, Susan

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-08-2023-0334

The purpose of this viewpoint is to comment on the implications of the Financial Reporting Council’s (FRC) Review and Consultation Documents expected to update regulation governing the determination/reporting of executive remuneration in UK stock market listed companies. Practical points from actors involved in executive remuneration decision-making/reporting are presented, set within the context of neo-institutional theory.Design/methodology/approachThis qualitative research systematically analyses UK Corporate Governance Codes, the FRC’s recent Review/Consultation and peer-reviewed published studies of executive pay determination based on in-depth interviews with non-executive directors, institutional investors, executive pay advisers and human resources (HR) professionals.FindingsFurther regulation, while providing coercive influence over executive remuneration decision-making, is likely to lead to only limited change in processes and reporting due to benchmarking, the make-up of Remco membership and shareholders' preferences. Mimetic and normative isomorphic forces work against coercive isomorphism leading to resistance to change as decision-makers strive to safeguard their social status/reputations.Practical implicationsReviewing executive remuneration package components and paying attention to company strategy, sustainability and values in pay determination are welcomed but recognised as difficult to achieve. Drawing upon a wider range of information sources/voices can assist in broadening the discussion. HR professionals can help widen stakeholder input to executive remuneration decision-making.Originality/valueThe authors’ viewpoint is grounded in peer-reviewed empirical data that draws directly upon the views/experiences of executive remuneration decision-makers to identify problems in adhering to FRC recommendations for change. The authors extend the meta-theoretical perspective of neo-institutional theory – specifically institutional isomorphism – as providing explanatory and predictive power to understand executive pay decision-making.
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The interactive effect of individual and co-worker narcissism on counterproductive work behavior

Chambers, Valerie A.; Hayes, Matthew J.; Reckers, Philip M.J.

2024 Journal of Organizational Effectiveness: People and Performance

doi: 10.1108/joepp-04-2023-0140

Counterproductive work behavior (CWB) imposes significant costs on organizations, thus antecedents of CWB are of particular interest to both practitioners and academics. The authors examine how one’s own narcissism interacts with co-worker narcissism to influence willingness to engage in retaliatory CWB against a co-worker.Design/methodology/approachThe data for this study were obtained from Amazon Mechanical Turk participants and Master of Business Administration students, representing a cross-section of employee representatives.FindingsThe authors find that employees expect narcissistic co-workers to engage in continuing future CWB and this, in turn, increases employees' willingness to engage in retaliatory CWB. That is, non-narcissistic employees are provoked to engage in organizationally-destructive behaviors by peers perceived as narcissists. This affect is attenuated by the employee’s own narcissism. Relative to non-narcissists, narcissistic employees find a narcissistic co-worker more likeable, which reduces their willingness to engage in retaliatory CWB against the co-worker.Practical implicationsFor corporations and HR managers, this study demonstrates the caution necessary when considering hiring and operational practices. Specifically, non-narcissists demonstrate increased willingness to engage in organizationally-destructive behaviors after interpersonal conflict with a narcissistic co-worker.Originality/valueThe authors extend prior research about interpersonal drivers of CWB, which primarily considered superior-subordinate dyad, by examining the joint effects of individual and co-worker narcissism in peer-to-peer relationships.
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