ABSTRACT
Purpose: Building on the conservation of resources (COR) theory, this study aims to investigate employee empowerment's moderation effect on the relationship of situational (job satisfaction, affective commitment) and dispositional (positive affectivity, emotional intelligence) variables toward the emotional exhaustion of service employees amidst the pandemic. Design/methodology/approach: In total, 288 service employees from various sectors in Indonesia participate as the study's respondents. This study applies a two-stage structural equation modeling approach to test the hypotheses. Findings: The results show that employee empowerment moderates situational and dispositional variables differently. While employee empowerment significantly influences situational variables, a different situation is found on dispositional variables, that employee empowerment does not significantly influence these variables. This study's findings portray the COR theory in practice and clarify the importance of employee empowerment for employees with particular attributions. Research limitations/implications: The present study bears four limitations: the cross-sectional design;no exploration of dispositional and situational variables' antecedents;the findings are limited to the service workers;and lastly, this study only takes Indonesian samples. Practical implications: From a practical perspective, this study reveals which type of service employees are responsive to empowerment policy and which are prone to experience emotional exhaustion, particularly during a crisis. Social implications: By understanding what factors determine employee empowerment's effectiveness, managers could maximize the impacts of their empowerment policies. Subsequently, it will create better service deliveries which might benefit the broader societal scope. Originality/value: This study contributes to both theoretical and practical understanding. Theoretically, this study adds and promotes using a categorical lens to examine the pattern of interactions between organizations and employees. © 2022, Jaya Addin Linando and M. Halim.
ABSTRACT
Purpose: Building on the conservation of resources (COR) theory, this study aims to investigate employee empowerment's moderation effect on the relationship of situational (job satisfaction, affective commitment) and dispositional (positive affectivity, emotional intelligence) variables toward the emotional exhaustion of service employees amidst the pandemic. Design/methodology/approach: In total, 288 service employees from various sectors in Indonesia participate as the study's respondents. This study applies a two-stage structural equation modeling approach to test the hypotheses. Findings: The results show that employee empowerment moderates situational and dispositional variables differently. While employee empowerment significantly influences situational variables, a different situation is found on dispositional variables, that employee empowerment does not significantly influence these variables. This study's findings portray the COR theory in practice and clarify the importance of employee empowerment for employees with particular attributions. Research limitations/implications: The present study bears four limitations: the cross-sectional design;no exploration of dispositional and situational variables' antecedents;the findings are limited to the service workers;and lastly, this study only takes Indonesian samples. Practical implications: From a practical perspective, this study reveals which type of service employees are responsive to empowerment policy and which are prone to experience emotional exhaustion, particularly during a crisis. Social implications: By understanding what factors determine employee empowerment's effectiveness, managers could maximize the impacts of their empowerment policies. Subsequently, it will create better service deliveries which might benefit the broader societal scope. Originality/value: This study contributes to both theoretical and practical understanding. Theoretically, this study adds and promotes using a categorical lens to examine the pattern of interactions between organizations and employees. © 2022, Jaya Addin Linando and M. Halim.
ABSTRACT
The impact of two years of the COVID-19 pandemic on the relationship between employers and employees are explored, including changing employee sensibilities with respect to future employment, work-life balance, remote and flexible work, and the great resignation. Lasting work changes induced by the pandemic expand employee empowerment and demand for greater work flexibility. Flexibility no longer provides employers a unique selling point and hiring/retention competitiveness - it has become an expected standard. Evolving workplace expectations are tied to realizations of the value of work within the broader context of employees' lives, changing business culture across many industries. Demand for increased work/employment individualization and personalization overlaps unprecedented personalization of and power of mobile technologies. Human-centered employee management in the post-COVID-19 era will become imperative, with many opportunities for employers to enable greater impact in employee wellness and health promotion driven by deploying compelling virtual-remote engagement and behavioral change technologies.
Subject(s)
COVID-19 , Occupational Health , COVID-19/epidemiology , Employment , Humans , Pandemics , WorkplaceABSTRACT
Psychological empowerment can be understood as a sense of self control with respect to one's work and active involvement with one's work related role. It is manifested when employees feel that the work they do is personally meaningful to them, they have required competence to get the work done, they also have a degree of selfdetermination in taking work related decisions and their work has some impact on others and on the organizational as a whole. Psychological empowerment results in positive organizational and managerial outcomes. Today's era is marked by tremendous changes in ways of work including the work from home arrangements. Because of the COVID - 19 Pandemic situation, working from home arrangement is peremptory. The current study focuses on the working from home arrangements, personal life characteristics of individuals which might have an impact on psychological empowerment of employees. Gender differences, marital status, working hours, childcare responsibilities are expected to have impact on psychological empowerment of employees. T Test and Analysis of Variance (ANOVA) were used to test the hypothesis. The results of this study show that gender differences, marital status, childcare responsibility and working hours affect psychological empowerment of employees. The results also focus on need to reduce insecurity in the minds of remote working employees. The implications for the organizations and limitations of the study are also discussed.
ABSTRACT
The research looked at the relationship between managerial emotional intelligence and the survival of government hospitals. The research is a position paper that focuses on the alarming rates of organizational failures due to managerial incompetence. How can management emotional intelligence have a positive impact on the emotional attitudes of managers toward themselves and others in order to improve organizational high performance and survival? The mixed model of emotional intelligence is used in this study, which emphasizes emotional intelligence as a development rather than a trait. The goal of the study was to determine whether there was a link between emotional intelligence, the predictor variable, and sub-variables such self-awareness, self-regulation, social awareness, and relationship management. Adaptability, leadership support, employee empowerment, and profitability were measured as sub-variables of the criterion variable organizational survival. The findings show that managers should focus on their emotional competences rather than their sociability and likability in order to understand their strengths and limitations and progress. Finally, management will succeed if they know and accept themselves, as well as other people's feelings and worries. It is also suggested that managers develop emotional intelligence in order to deliver good managerial functions and duties that would encourage organizational growth and survival.