Insights into entrepreneurship: impact of entrepreneur psychological capital and employee well-being on business sustainable performance during and post-Covid-19 era

Since Covid-19 is an enduring disease that pushed the world to reshape business strategies to overcome the unprecedented situations in all sectors such as the sports industry. Although substantial research has been carried out to inspect this phenomenon globally. Nevertheless, how entrepreneurial initiatives can contribute to tackling the situation is still lacking. This study attempts to uncover the relationships between entrepreneur psychological capital (EPC) and business sustainable performance (BSF). Second, this study strives to reveal the relationships between employee wellbeing (EWb) and BSP. In addition, education is treated as a moderating factor to unfold the relationships among factors, i.e., EPC, EWb, and BSF. Data were collected from eight hundred (n = 800) participants who were associated with the Chinese sports industry from March to July 2022. The results demonstrated interesting and fruitful findings based on SEM statistical model. First, a positive connection was found between EPC and BSF. Second, it found a positive link between EWb and BSF. Finally, the study highlighted a significant moderating impact of education among implicit relationships, i.e., EPC, EWb, and BSF. This study provides insights into entrepreneurship, entrepreneur psychological capital, and employee wellbeing on how it can optimize the performance of a business during and post-Covid-19 era. Besides, certain shortcomings along with future potential lines are reported for future researchers. © 2023 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.

Working conditions for healthcare workers at a Swedish university hospital infectious disease department during the COVID-19 pandemic: barriers and facilitators to maintaining employee wellbeing.

Background: Healthcare workers (HCWs) at infectious disease departments have held the frontline during the COVID-19 pandemic. This study aimed to identify barriers and facilitators to maintaining the employees' wellbeing that may be used to increase preparedness for future pandemics within ID Departments. Methods: In September 2020, a web-based survey on demographics and work environment was distributed to all HCWs at the Infectious Disease Department at Sahlgrenska University Hospital. Results were compared with a pre-COVID-19 survey from October 2019. A quantitative analysis of the overall effects of the pandemic on the working conditions of HCWs was conducted; in addition, a qualitative content analysis of open-ended responses was performed. Results: In total, 222 and 149 HCWs completed the pre-COVID-19 and COVID-19 surveys (84 and 54% response rate), respectively. Overall, we found significant changes regarding increased workload, lack of emotional support in stressful work situations, and inability to recover after shifts. These factors correlated both with younger age and concern of becoming infected. The open-ended answers (n = 103, 69%) revealed five generic categories (Workload; Organizational support; Worry and ethical stress; Capability; and Cooperation and unity) with a total of 14 identified factors representing plausible individual and organizational-level barriers or facilitators to sustained employee wellbeing. Conclusion: Younger HCWs as well as those expressing worries about contracting the infection were found to be particularly affected during the COVID-19 pandemic and these groups may require additional support in future outbreaks. Factors both increasing and decreasing the pandemic-induced negative health consequences for HCWs were identified; this knowledge may be utilized in the future.

A Movement to Redefine our Relationship With Work.

The Great Resignation ushered in a new world of work and fostered the growth of Quiet Quitting. Employers stand at a crossroads: Meet this moment head-on or risk losing the best and brightest. How we address this new dynamic will influence the way we work for years to come.

Factors Affecting Remote Workers' Job Satisfaction in Utah: An Exploratory Study.

With structural changes in work arrangements, employee retention becomes more important for organizational success. Guided by the Ability, Motivation, Opportunity (AMO) framework, this study investigated the factors affecting remote workers' job satisfaction and personal wellbeing in Utah. From a sample of n = 143 remote workers, the study used a correlational design to identify the significant predictors of job satisfaction and personal wellbeing. It mapped the relationships between significant predictors of job satisfaction and personal wellbeing and explored the role of human resources (HR) policies and organizational culture in a remote work environment. Results showed intrinsic motivation, affective commitment, opportunity, and amotivation affected employee job satisfaction, while self-efficacy, amotivation, and job satisfaction affected personal wellbeing. A structural equation model (SEM) showed that remote workers with higher levels of self-efficacy, lower amotivation, and higher job satisfaction were likely to have greater personal wellbeing compared to others. When exploring the role of HR, findings showed that HR bundles and organizational culture indirectly affected job satisfaction but had a direct effect on the most important predictors of job satisfaction and personal wellbeing. Overall, results demonstrated the interconnectivity of HR practices, AMO factors, job satisfaction, and personal wellbeing.

It's part of the "new normal”: Does a global pandemic change employees' perception of teleworking?

This paper fills an important gap related to employee perceptions of teleworking during and after the COVID-19 pandemic. Drawing on the work/family border and task-technology fit theories, we propose and empirically test a new model using data collected from 483 employees. Our findings suggest that social well-being, work-family balance and task-technology fit during the pandemic are positively related to teleworking performance. In addition, teleworking performance during the pandemic affects employees' intention to continue to telework and career engagement after the pandemic. Also, we offer evidence of the impact of the moderating effect of factors contributing to the digital divide in this context. Our findings contribute to the teleworking literature, by proposing a model which provides insights into employees' perceptions of teleworking during the pandemic and how this affects their intention to telework and career engagement after the pandemic. Our research has multiple implications for employers, policy makers and technology developers.

Time heals all wounds? HRM and bereavement in the workplace

Over the past two years, there have been many popular press articles about grief in the workplace. Despite this recent COVID-19-related attention, bereavement (i.e., the reaction to a loss by death) has always been a universal human experience. The intention of this short concept statement is to bring attention to and spur HRM research efforts on bereavement in the workplace. Part of the challenge in dealing with bereavement is the empathy-efficiency paradox - the perception that workplace goals often conflict with the needs of bereaved employees. After providing an overview of bereavement, I explain how this potential paradox can make bereavement more difficult-not only for bereaved employees, but for managers and coworkers as well-with formal policies and practices unintentionally disenfranchising grief. I also suggest some ways to address this perceived paradox. Subsequently, several generative research directions are suggested. Given the large role that HRM plays in making the workplace more humane, bereavement seems like a topic worthy of our research attention. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Drug abuse and suicidal thoughts among employees: an emerging economy perspective

Purpose: Anchored with turbulence emanating from the COVID-19 pandemic, the work environment has become more stressful with debilitating effects on the well-being of employees. Employees rely on varying means of coping including drug abuse. However, the association between drug abuse and suicidal thoughts among employees in Ghana is unknown. Therefore, this study sought to examine the relationship between drug abuse and suicidal thoughts among employees in Ghana. Design/methodology/approach: In a cross-sectional survey, this study purposively sampled 470 employees from three sectors of the Ghanaian economy (telecommunication, banking and manufacturing). The data was analysed using the multivariate analysis (MANOVA), Pearson's r test and hierarchical regression. Findings: Analysis of data revealed a positive relationship between drug abuse and suicidal thoughts, indicating that drug abuse is a risk factor for suicidal thoughts. Besides, it was also revealed that banking sector employees have a higher risk of having suicidal thoughts than employees in the telecommunication and manufacturing sectors. Practical implications: Managers of organisations need to redesign work to embrace the challenging circumstances brought about as a result of COVID-19 and post-COVID implications. The work environment needs to be more supportive to shield employees from the physical and emotional demands of work during and after this period of the COVID-19 pandemic. Today than ever, investment in the implementation of employee-assisted programmes (EAPs) and employee well-being programmes (EWPs) to equip employees with the needed skills to cope with stressful conditions has been more than justified. Originality/value: From a broader perspective, this study identifies drug abuse as a key risk factor for suicidal thoughts among employees, thereby highlighting the fact that smoking cessation programs and drug management therapies are an integral part of well-being programmes aimed at establishing equilibrium and gradually creating a wide gap between employees and suicidal thoughts. © 2023, Emerald Publishing Limited.

Employee well-being in global virtual teams

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsLeaders boasting relevant e-competencies can help employees make a successful transition from conventional to more remote methods of working. This positive influence on global virtual teams (GVTs) can be increased further when such leaders also possess high levels of emotional intelligence.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Advancing the field of employee assistance programs research and practice: A systematic review of quantitative studies and future research agenda

The COVID-19 pandemic has accentuated the critical role of organizational support for the workforce. An employee assistance program (EAP) represents an inclusive strategy which organizations adopt to provide supportive and empathic care to help employees overcome undesirable situations. To date, we have limited knowledge of what EAP issues have been researched from the human resource management (HRM) perspective and what theoretical underpinning these studies have used. This article systematically reviews quantitative empirical studies on EAPs. Drawing upon 115 articles from 72 journals across 40 years (1981-2020), we trace the evolutionary trend of the construct of EAP and shed light on the internal link of EAP with HRM. After summarizing research themes, methods, theories, and approaches to the evaluation of EAPs, we identify pitfalls in the current research and contribute to extending the field by proposing several research agendas for future investigation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Exploring differences in the subjective well-being of teleworkers prior to and during the pandemic

Purpose: This study aims to find out the differences in the employee well-being of teleworkers in Hungary prior to and during the pandemic restrictions and explores whether the differences stem from (1) the presence of children or (2) the changes in the telework situation (freely chosen or forced by pandemic restrictions). Design/methodology/approach: As the first step of this study of office workers, the authors created a "one working day" measure within the conceptual framework of positive psychology that is suitable for comparing the well-being factors experienced in various work environments. The survey was completed by two independent samples: 52 office workers regarding home office before the appearance of the virus in Europe (Phase 1) and 152 office workers during the first wave of the COVID-19 pandemic in Hungary (Phase 2). Findings: This research reveals that teleworking during the pandemic has increased irritability and tension for all teleworkers, but the stress levels, the overall subjective well-being and the level of engagement were significantly affected only in the case of those teleworkers who raise small children. Despite the overlapping responsibilities of parents, their work-related sense of accomplishment did not change during the COVID-19 lockdown. The forced home office setup may, however, entail the strengthening of co-worker relationships in the online space. Originality/value: By understanding the relationship between well-being predictors and the changes in the situation of remote working, the results may help develop intervention programs to promote employee well-being in challenging times. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Understanding "Zoom fatigue": A mixed-method approach

Video conference meetings, which became frequent during the COVID-19 pandemic, might result in exhaustion (so-called "Zoom fatigue"). However, only little is known about "Zoom fatigue," the objective characteristics shaping it, and the subjective experiences eliciting this phenomenon. Gaining this knowledge is critical for understanding work life during the pandemic. Study 1, a within-person quantitative investigation, tested whether video conferences are exhausting and if objective characteristics (i.e. meeting size, meeting duration, and the presence of the supervisor) moderate "Zoom fatigue". Employees from Germany and Israel (N = 81) participated in a 2-week study, with meetings nested within persons (n = 988). Results showed that video conferences are exhausting-more than meetings held through other media. However, objective characteristics did not moderate this relationship. In Study 2, qualitative data from Germany and Israel (N = 53) revealed employees' subjective experiences in video conferences that may lead to "Zoom fatigue". These include, for example, experiences of loss and comparison with the "good old times" before the pandemic. Employees suggested ways to mitigate "Zoom fatigue," particularly, better management of meetings by leaders. Our results provide empirical support for "Zoom fatigue" and suggest which subjective experiences elicit this phenomenon, opening directions for research and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Employee well-being, perceived stress, and hours worked in a virtual environment

A strategic business goal of human resources is to ensure optimal use of human capital and many factors impact overall employee productivity, such as stress and well-being. The prevalence of virtual work environments grew exponentially as a result of the COVID-19 pandemic. Working virtually may lead to increased hours worked and increased stress, which could adversely impact employee well-being. The theoretical framework for this research was based on the personal resource allocation theory (PRA) and the job demands-resources theory (JD-R). This quantitative study used the data collected from 135 participants in the United States who responded online to an instrument that combined the shortened version of the Utrecht Work Engagement Scale (UWES-9), the shortened version of the Perceived Stress Scale (PSS-10), and background questions including questions on the number of hours worked in a virtual environment. The results support the significant inverse relationship that exists between perceived stress and employee well-being. Additionally, a significant positive relationship was found between perceived stress and total hours worked that included a virtual component. These results may guide human resource professionals in deciding how to structure work environments. The research suggests, as a best business practice, employee well-being for employees who work virtually at least part of the time may be improved by decreasing perceived stress that may result from working a high number of total hours. For scholars, this research indicates the need for further research to see if virtual work environments are related to increases in the total number of hours worked. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The effects of social and organizational connectedness on employee well-being and remote working experiences during the COVID-19 pandemic

Maintaining social connectedness is crucial for health and well-being-especially during uncertain times such as the COVID-19 pandemic. The present study examined (1) the effects of general and organizational indicators of connectedness on employee well-being and (involuntary) remote work experiences during lockdown and (2) whether organizational connectedness attenuated the ill effects of isolation on employee well-being. Full- and part-time workers (N = 188) recruited during the UK's second national COVID-19 lockdown completed a questionnaire measuring time spent interacting and alone during lockdown, social connectedness, organizational identification, perceived organizational support, organizational communication, ill-being, organizational well-being (i.e., well-being at work), and remote working experiences. Hierarchical regression analyses revealed that those with greater social connectedness and organizational support reported less ill-being. In contrast, those spending more time alone and, unexpectedly, those strongly identifying with their organization, reported more ill-being. Additionally, those who felt greater organizational support had more positive remote working experiences, whereas stronger organizational identification negatively related to the latter. Only organizational support was significantly associated with (more positive) well-being at work. Furthermore, moderation analyses showed that time spent alone during the pandemic was associated with poorer organizational well-being but only among those with lower levels of organizational identification, and those whose organizational communication strategies were poorer. These findings demonstrate that indicators of organizational connectedness played a distinct role in explaining ill-being, workplace well-being, and remote working experiences, above and beyond the effects of general connectedness, during lockdown. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Making the ethical case for effective domestic abuse policy and practice: the role of trade unions

PurposeThis paper focusses on the role of trade unions in policy and practice designed to address the workplace impact of domestic abuse. The paper aims to examine this union remit through the lens of corporate social responsibility (CSR).Design/methodology/approachIn-depth interviews were conducted with 39 union representatives in a region of England to capture their views on and experiences of supporting members experiencing domestic abuse.FindingsThere is a clear ethical model by which the unions might articulate the key moral, legal and business drivers in determining effective domestic abuse policy and practice. Furthermore, the degree of "proximity”, in terms of union deliberation with employers and particularly joint action following disclosure, suggests that unions could play a key part in achieving "substantive” domestic abuse policy and practice within organisations.Originality/valueDespite unions' capacity to offer significant support to employers and employees, the role of unions in addressing the workplace impact of domestic abuse is under-researched. With reference to the concept of CSR, the article adds to the knowledge of how to address the workplace impact of domestic abuse.

The Emotional Resilience Scale (ERS): Measuring employee well-being

The COVID-19 pandemic has had a severe impact on employees' well-being and business outcomes throughout the world. The purpose of the present study was to develop a short measure of well-being to identify vulnerable employees. The Emotional Resilience Scale (ERS) was validated in a longitudinal design, using a sample of 193 participants. Results revealed high internal and test-retest reliability. Factor Analysis showed that the ERS is best viewed as unidimensional. The ERS exhibited a strong association with the mental health continuum (short form) measure, and moderate associations with emotional exhaustion and job satisfaction. Implications and limitations for future research are discussed. © 2023 Taylor & Francis Group, LLC.

What's trust got to do with it? Examining trust in leadership, psychological capital, and employee well-being in a cross-national context during Covid-19

We propose and test the idea that trust in the senior leadership team is needed to help overcome the potential widespread decrements to employee well-being resulting from the Covid-19 pandemic. Drawing on conservation of resources theory, we suggest that psychological capital mediates the relationship between trust in the senior leadership team's response to Covid-19 and employee well-being. We also examine the contextual relevance of line management's servant leadership alongside country differences (i.e., India vs. UK) in reinforcing the importance of trust in fostering psychological capital. We test our model in a time-lagged survey study that follows employed individuals towards the early, middle, and later stages of the first wave of the pandemic in 2020. Results provide support for our model and indicate potential country differences. Our findings point to the significance of leadership, both at the senior level and at the line management level, in protecting employee well-being during crises. © 2023 The Authors. European Management Review published by John Wiley & Sons Ltd on behalf of European Academy of Management (EURAM).

Employee well-being of non-academic salaried staff at private institutions of higher education who worked remotely during the COVID-19 pandemic

To address employee well-being and to attract and retain employees, some employers are exploring remote work options. The onset of Covid-19 forced many institutions of higher education to implement remote work for non-academic salaried staff. However, levels of employee well-being while working remotely have been little studied in this population of university employees. Thus, the purpose of this descriptive study was (a) to determine levels of employee well-being (job satisfaction, work-life balance, employee engagement, and employee burnout) in non-academic salaried staff at private Iowa colleges and universities who worked remotely due to the Covid-19 pandemic and (b) to compare levels of employee well-being between non-academic salaried staff managers and nonmanagers. A convenience sample of 133 non-academic salaried staff at private institutions of higher education in Iowa completed an electronic survey that included measures of employee well-being, and manager status. The data were analyzed using descriptive statistics and the Mann-Whitney U nonparametric test. The results revealed the levels of employee well-being were at or better than published normative data for the measures. Additionally, there were no statistical differences found between managers and nonmanagers except for the employee burnout subscales of work-related burnout (U = 2583.50, p = .05) and personal burnout (U = 2553.00, p = .03). Along with support from prior scholarly research, the results will assist in implementing the innovative solution of a formal remote work policy and building a remote workplace culture for non-academic salaried staff at a private institution of higher education, as described in Chapter 5. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Future of work, work-family satisfaction, and employee well-being in the Fourth Industrial Revolution

Work is done in an environment that is dynamic and in a continuousstate of change. In 2008, as the world was delightfully traversing a fiscal prosperity, it was suddenly hit with what could be described as one of the most devastating economic recessions a few monthslater. When the national governments, corporate organisations and individuals started to feel that innovative ways of comprehending and outlasting the economic slump in a flourishing manner through the Fourth Industrial Revolution (4IR) had been found, the Coronavirus disease also known as COVID-19 pandemic, struck a more deadly blow on the global economy. The pandemic has changed the way work is done, the way people live, learn, and do business. The cutting-edge and specialised management of human capital central to ensuring that organisations can achieve their strategic objectives, remain competitive, and adapt to the ever-changing world of work, is under severe threat. Unemployment rate is at an all-time high level, and the race to attract and retain the best skills and create digital systems that exploit organisational and workforce potentials is keenly competed among organisations. Furthermore, the issue of employee health and well-being is dominating discussions among governments, organisations, and individual groups. This first edition of Future of Work, Work-Family Satisfaction, and Employee Well-Being in the Fourth Industrial Revolution aims at refining and sharpening the thinking, as well as equipping human resource experts, managers, owners of businesses(both large and small),skills development experts, academics,students and governments with pertinent and updated knowledge,skills and behaviours to approach the 4IR, and the post-COVID-19 era. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Employee well-being: New challenges in post-COVID-19 times

The COVID-19 period emphasized the vulnerability employees and employers face, and was characterized as a traumatic period throughout the world. However, it also accelerated the speed of changes at the workplace, and fundamentally changed the way people work. Practices such as working remotely, virtual Zoom meetings, and virtual Zoom interviews became more popular than ever. The current review aims to map the post-COVID-19 period, and to present several scenarios in the workplace field. The goal of the current review is not to articulate an all-encompassing model of every relevant consideration, but rather to identify some high priority factors in future determinants of employee well-being in the post-COVID-19 period based on the trends and cumulative knowledge gained during the pandemic. The review maps the significant workplace characteristics that may impact employee well-being in post-COVID-19 times such as remote working, job insecurity, unemployment, diversity, and uncertainty. The review suggests that employee well-being would be a dominant area of consideration in the future of the workplace, and provides some practical recommendations to both researchers and practitioners for further examination of future post-COVID-19 times. (PsycInfo Database Record (c) 2022 APA, all rights reserved)