ABSTRACT
PurposeIn the new post-COVID-19 work order, this study aims to examine whether and how individual-level social distancing interacts with workgroup-level socio-affective support to influence employee exhaustion and performance.Design/methodology/approachMulti-level analyses of time-lagged multi-source data from 231 employees nested in 34 workgroups were conducted to test our hypothesized relationships.FindingsAnalyses revealed a significant relationship between social distancing and employee performance via emotional exhaustion. Further, the positive relationship between social distancing and emotional exhaustion was attenuated by workgroup team orientation and support for innovation, and the indirect effect of social distancing on employee performance was weaker in workgroups with a high team orientation and high support for innovation.Originality/valueThis study extends the job demands-resources theory to the new work order and examines the impact of workplace social distancing on employee outcomes in the context of workgroup membership.
ABSTRACT
Research on calling has largely focused on its benefits for employees. This study contends that experiencing work as a moral duty based calling in invisible-dirty occupations can yield both favorable and unfavorable employee outcomes. Whether employees feel burdened or supported in their work and family roles depends on the demands and resources provided by the workplace. In a sample of 175 janitors at a large government hospital designated for treating COVID-19 patients in the national capital region of India, hypothesis testing results support that work calling is positively associated with both positive (job performance, subjective career success), and negative (work-family and family-work conflicts, burnout) outcomes. Further, job demands strengthen the relationship of work calling with work-family and family-work conflicts, and burnout, whereas, job resources augment the relationship between work calling and job performance, and subjective career success.
ABSTRACT
The article presents an introduction to the researches on the flexible work practices and work-family domain. This virtual special issue sheds light on flexible work practices to tackle the problems of work-family boundary management. The findings of each paper included in this issue explain how non-traditional work arrangements can be managed effectively to create a win-win for both employees and organizations. A common and most important shared aspect of these articles is that they build on border and boundary management theories in addressing their research questions. We hope that the wide and different array of articles we collated for you will help you and us all to understand and tackle the limitations of COVID-19 better in the context of work-family lives and flexible work arrangements. (PsycInfo Database Record (c) 2020 APA, all rights reserved)