Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

PurposeThis study aims to examine the relationship between polychronicity, job autonomy, perceived workload, work-family conflict and high work demand on the health-care employee turnover intention during the COVID-19 pandemic. Design/methodology/approachThe authors conducted quantitative research in private hospitals using a self-administered questionnaire, and 264 respondents participated. The authors also used an analysis of moment structures to determine the relationship between independent and moderating variables. FindingsThe results show a significant positive relationship between polychronicity, job autonomy, perceived workload, work-family conflict and high work demand, affecting turnover intention. This study also found the moderating effect of high work demand on work-family conflict and turnover intention. Research limitations/implicationsThis research was limited to hospitals in Bahrain during the COVID-19 pandemic. Nevertheless, the findings highlight the factors associated with health-care employee turnover intention and only five factors were identified. Practical implicationsThis study enhances the theoretical and practical effects of turnover intention. The results provide a competitive benchmark for hospital managers, administrators and governing bodies of employee retention. Social implicationsIt advances economics and management theory by enhancing the understanding of health-care employees' turnover intention in Bahrain. It serves as a basis for future large-scale studies to test or refine existing theories. Originality/valueTo the best of the authors' knowledge, this study is the first to adopt extrinsic variables in self-determination theory to measure the turnover intention of health-care employees. However, using resources in a crisis can be applied to any disaster.

'Location, Location, Location': An Exploration of Different Workplace Contexts in Remote Teamwork during the COVID-19 Pandemic

Much emphasis has been placed on how the affordances and layouts of an office setting can influence co-worker interactions and perceived team outcomes. Little is known, however, whether perceptions of teamwork and team conflict are affected when the location of work changes from the office to the home. To address this gap, we present findings from a ten-week,in situ study of 91 information workers from 27 US-based teams. We compare three distinct work locations - -private and shared workspaces at home as well at the office - -and explore how each location may impact individual perceptions of teamwork. While there was no significant association with participants' perceptions of teamwork, results revealed associations of work location with team conflict: participants who worked in a private room at home reported significantly lower team conflict compared to those working in the office. No difference was found for the office and the shared workspace. We further found that the influence of work location on team conflict interacted with job decision latitude and the level of task interdependence among co-workers. We discuss practical implications for full-time work from home (WFH) on teams. Our study adds an important environmental dimension to the literature on remote teaming, which in turn may help organizations as they consider, prepare, or implement more permanent WFH and/or hybrid work policies in the future. © 2023 Owner/Author.

Public management strategies for improving satisfaction with pandemic-induced telework among public employees

PurposeThe author examined the association between public employees' satisfaction with pandemic-induced telework satisfaction and job autonomy, organizational goal clarity, organizational justice, and performance-based culture. In addition, the author analyzed the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.Design/methodology/approachThis study used survey data collected from 4,339 Korean public employees, comprising 1,983 central government officials and 2,356 metropolitan government officials, during the COVID-19 pandemic. This study conducted a structural equation model to test hypotheses.FindingsThe author found that job autonomy, organizational goal clarity, organizational justice, and performance-based culture were positively associated with pandemic-induced telework satisfaction. In addition, this research found the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.Originality/valueThis study's results can guide public organizations in developing public management strategies to improve pandemic-induced telework satisfaction. In particular, public organizations need to cope effectively with the broad prevalence of telework triggered by the COVID-19 pandemic by establishing high job autonomy, a performance-oriented culture, a fair evaluation system, and clear and measurable performance goals and adjusting telework according to the generational and gender characteristics.

Can We Mitigate Covid-19 Related Work Strain Among Civil Servants? Examining the Role of Organizational Commitment, Job Autonomy and Workplace Social Support

The extraordinary measures taken to constrain infections with the coronavirus may have altered the known psychological processes preventing stress and strain in the public workplace. We use survey data of a large public organization in Belgium to look at the capacity of affective organizational commitment, perceived job autonomy, and workplace social support to buffer the impact of Covid-19 measures on work strain. We find a negative effect of perceived job autonomy on stress resulting from Covid-19 measures. We find no support for the buffering effect of affective organizational commitment and workplace social support on employee strain induced by Covid-19 measures.

How does ethical climate enhance work–family enrichment? Insights from psychological attachment, psychological capital and job autonomy in the restaurant industry

PurposeThis study aims to propose a conceptual model that examines the role of ethical climate on work–family enrichment in the restaurant industry, which is one of the most vulnerable sectors affected by global crises such as the COVID-19 pandemic. The mediating effects of psychological attachment and psychological capital and the moderating effects of job autonomy were also investigated to enrich understanding of ethical climate and work–family enrichment.Design/methodology/approachThe conceptual model was evaluated by using a quantitative–qualitative mixed-methods approach. In Study 1, survey data was collected from a sample of 405 restaurant frontline employees and analyzed using partial least squares structural equation modeling. In Study 2, interviews were conducted with eight restaurant frontline employees and analyzed thematically. The data for Study 1 and Study 2 was collected from Jharkhand, a state in eastern India.FindingsThe results of Study 1 show a direct relationship between ethical climate and work–family enrichment. The mediating effect of psychological attachment and psychological capital on that direct relationship was also established, whereas job autonomy was found to be a significant moderator that negatively affects psychological attachment and work–family enrichment. The qualitative insights in Study 2 shed additional light on the rationales of the effects observed in Study 1 through the voices of restaurant frontline employees whilst triangulating the quantitative findings in Study 1.Research limitations/implicationsThis research contributes novel insights that explain how ethical climate positively shapes work–family enrichment through the lens of psychological attachment and psychological capital, albeit cautiously, given the negative effect of job autonomy. Nevertheless, this research remains limited to restaurant frontline employees, thereby necessitating future research in other service industries to improve the generalizability of its findings.Originality/valueThis research offers a seminal extension of the direct effect of ethical climate on work–family enrichment (i.e. the "what”) by theorizing and validating the mediating (i.e. the "why”) and moderating (i.e. the "how”) effects of psychological attachment, psychological capital and job autonomy.

"Out of office": Availability norms and feeling burned out during the COVID-19 pandemic: The mediating role of autonomy and telepressure.

Introduction: Digital innovations make it possible to work anywhere and anytime using any kind of device. Given these evolutions, availability norms are emerging at work. These norms specifically refer to the experienced beliefs or expectations from colleagues or superiors to be available for work-related communication after regular work hours. We rely on the Job-Demands Resources Model as we aim to investigate the relationship between these availability norms and burnout symptoms during the COVID-19 pandemic. We first of all study to what extent availability norms are associated with heightened burnout symptoms. Secondly, we study how both a personal demand, namely telepressure, and a job resource, namely autonomy, could offer distinct and relevant explanations for the role these availability norms play in experiencing burnout symptoms. Method: We collected data through a survey study with 229 employees from various organizations in the second half of 2020. Results: The findings indicated that indeed availability norms are significantly associated with more burnout symptoms and that both heightened telepressure and reduced autonomy mediated this relationship. Discussion: This study contributes to theory and practice as we offer insight into how availability norms at work could be detrimental for the occupational health of employees, which can be taken into account when setting up rules and regulations at work.

Editorial

[...]we have two more special issues lined up! A Human Rights Approach to Mental Health Services, policy and legislation will be edited by Guest Editor Michael Elnemais Fawzy, MD Consultant Psychiatrist at the Al Abbassia Mental Health Hospital, Cairo, Egypt. Do front-line employees in the Chinese commercial banks have the rights to experience psychological well-being? aims to understand the relationship between job autonomy, transformational leadership and psychological well-being mediated by job satisfaction among front-line employees in Chinese commercial banks. Employees with a high level of job satisfaction and psychological well-being benefit both their own health and organisational performance in the long run.

Public management strategies for improving satisfaction with pandemic-induced telework among public employees

Purpose The author examined the association between public employees' satisfaction with pandemic-induced telework satisfaction and job autonomy, organizational goal clarity, organizational justice, and performance-based culture. In addition, the author analyzed the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction. Design/methodology/approach This study used survey data collected from 4,339 Korean public employees, comprising 1,983 central government officials and 2,356 metropolitan government officials, during the COVID-19 pandemic. This study conducted a structural equation model to test hypotheses. Findings The author found that job autonomy, organizational goal clarity, organizational justice, and performance-based culture were positively associated with pandemic-induced telework satisfaction. In addition, this research found the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction. Originality/value This study's results can guide public organizations in developing public management strategies to improve pandemic-induced telework satisfaction. In particular, public organizations need to cope effectively with the broad prevalence of telework triggered by the COVID-19 pandemic by establishing high job autonomy, a performance-oriented culture, a fair evaluation system, and clear and measurable performance goals and adjusting telework according to the generational and gender characteristics.

Wellbeing during a pandemic: An empirical research examining autonomy, work-family conflict and informational support among SME employees.

Individuals working in different industries were forced to change their work environments to their homes and quickly cope with technical and social changes not experienced before the occurrence of COVID-19 pandemic. This led to blurred boundaries between work and family roles, diminishing performance and wellbeing. Within the scope of the Research Topic "Workplace effects of COVID-19 on employees," this research emphasizes on the positive impact of job autonomy provided by employers in reducing work-family conflicts. Moreover, the effect of work-family conflict on employees' performance and wellbeing is analyzed. Furthermore, informational support is examined regarding its moderating effect to mitigate work-family conflicts and enhance wellbeing. A survey was administered among employees of small-medium enterprises in Lebanon, through purposive and convenience sampling with 198 participants. The data was analyzed using PLS-SEM, and the results show that job autonomy reduces work-family conflict. This in turn improves performance and wellbeing as individuals have more control on their tasks. Furthermore, informational support provided to the employees serves as a buffer between work-family conflict and wellbeing. These results can be beneficial for managers of small and medium enterprises, seeking to enhance the performance and wellbeing of their employees in the era of the pandemic. Similarly, scholars can benefit from theoretical premises of current study and the potential pathways for future analyses.

Job autonomy and work-life conflict: A conceptual analysis of teachers' wellbeing during COVID-19 pandemic.

With the shift toward online environments due to COVID-19 pandemic, particularly for educational sector, employees' performance has been affected by an array of different factors. Personal aspects as well as organizational focus on individuals' wellbeing are the main focus of this study through inclusion of job autonomy and work-life conflict alongside other factors, such as informational support that can aid academic staff regarding their wellbeing during times of crisis. In response to the effects of COVID-19 on employees, this study aims to provide tangible data to protect university teachers during crises and establish key points that can improve their wellbeing. For this purpose, we used interviews to provide in-depth understanding of the subject. A total of 16 teachers as interviewees have provided qualitative data that was analyzed with MAXQDA (thematic network approach). This study highlights the importance of work-life conflict and vitality of job autonomy on academic staffs' performance and overall wellbeing through a conceptual analysis. We emphasize the role of organizations in maintaining a work environment where university teachers' wellbeing is prioritized and various elements such as training and support are used to help stabilizing work-life balance. The current findings can be beneficial for both scholars and decision-makers in schools and universities to enhance elements of remote work for their staff.

Voluntary part-time and mandatory full-time telecommuting: a comparative longitudinal analysis of the impact of managerial, work and individual characteristics on job performance

Purpose>Based on self-determination theory (SDT), the present study aims to assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance of telecommuters in a pre- and post-coronavirus disease 2019 (COVID-19) outbreak period and is further studied longitudinally after six months of continued mandatory telecommuting.Design/methodology/approach>Data were collected from information technology (IT) sector employees in three phases and model fitness, reliability and validity of the data for all three phases were assessed through CFA models, while the hypotheses were tested through path analysis.Findings>Perceived manager trust and support increases job performance and the effect strengthens with an increase in telecommuting extent. Job autonomy had similar effects with the exception that employees did not enjoy autonomy when mandatory telecommuting arrangement was initially introduced. Lastly, intrinsic motivation fades away as employees continue to work permanently from their homes.Practical implications>Permanent full-time telecommuting is expected to continue for the unforeseeable future;the present study suggests that while ensuring increased trust, support and job autonomy to employees, managers must also ensure that employees do not feel professionally isolated and attempt to keep individuals intrinsically motivated.Originality/value>The authors assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance under three different types of telecommuting arrangements (voluntary part-time, mandatory full-time and continued mandatory full-time) by collecting data in three different time frames from the same individuals.

The dark side of remote working during pandemics: Examining its effects on work-family conflict and workplace wellbeing

While remote working has been applied as an emerging flexible modern work arrangement and as an effective way to maintain social distancing during pandemics, it may result in negative workplace outcomes. Despite the eulogy on remote working, more research is needed to examine its possible negative effects on employees in the workplace. This study aims to fill these gaps by examining the effects of remote working on work-family conflict and workplace wellbeing during pandemics, and how such effects are moderated by employees’ general self-efficacy and job autonomy. Survey data was collected from 399 Chinese employees during COVID-19. The results show that remote working has a positive effect on work-family conflict, which in turn decreases workplace wellbeing. Further analyses show that while the work-family conflict dimension of family interfering with work (FIW) has a negative effect on wellbeing, the effect of the work-family conflict dimension of work interfering with family (WIF) on wellbeing is not significant. Besides, the effect of remote working on FIW is positively moderated by general self-efficacy and job autonomy. Lastly, the effect of remote working differs depending on the extent to which remote working is implemented. Our study contributes to the literature by explaining the negative effect of remote working on workplace wellbeing during pandemics and clarifying its boundary conditions. Our results provide managers useful guidelines regarding how to implement remote working. © 2022 Elsevier Ltd

How Humble Leadership Affects Voluntary Green Behavior and Green Performance? The Roles of Job Autonomy and Green Supporting Climate in Hotels

The relationship between the humble behavior of leaders and the voluntary workplace green behaviors (VWGB) of their employees is critical to affecting the overall green performance of an organization, particularly in the situation of the COVID-19 pandemic. Traditionally, most studies focus more on the importance of leadership effectiveness, but few research studies investigate the leadership approach and its psychological mechanisms that motivate voluntary positive behavior and the efficiency of the overall performance. Thus, the authors conceptualize a research model of humble leadership that investigates the impact of humble leadership on voluntary green behavior and green performance via job autonomy and the green supporting climate. To verify the research hypotheses, 692 online and in-person questionnaires were analyzed using SmartPLS-SEM. The results showed a positive association between humble leadership and green performance, and VWGB mediates this relationship. In addition, job autonomy and green supporting climate were confirmed to mediate the association of humble leadership and VWGB;and moderate the relationship between VWGB and green performance, respectively. Notably, this study is one of the few studies in the hotel sector that look at green performance through the lens of humble leadership and VWGB. [ FROM AUTHOR] Copyright of Problemy Ekorozwoju is the property of Faculty of Environmental Engineering and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Handbook of research on remote work and worker well-being in the post-COVID-19 era

This edited book presents an understanding of the impacts of the rapid expansion of remote working in response to the global COVID-19 pandemic with the intent to progress understanding and raise awareness of both the benefits and challenges faced from the large-scale adoption of remote working, considering the multiple dimensions in which this large-scale movement is impacting our working lives (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Relationship between risk perception of COVID-19 and job withdrawal among Chinese nurses: The effect of work-family conflict and job autonomy.

AIM: The aim of this study was to examine the mediating role of work-family conflict and the moderating role of job autonomy on the association between risk perception of COVID-19 and job withdrawal among Chinese nurses during the initial disease outbreak. BACKGROUND: Nurses' job withdrawal can not only reduce the quality and efficiency of care but also give rise to turnover during the COVID-19 pandemic. Thus, it is essential to clarify how and when the risk perception of COVID-19 influences the job withdrawal behaviours of nurses and to provide guidelines for reducing nurses' job withdrawal. METHODS: A two-wave study was conducted among 287 Chinese nurses from 11 COVID-19-designated hospitals during the initial outbreak of the disease from March through April 2020. Data on the risk perception of COVID-19, job autonomy and work-family conflict were collected at time 1, and 1 month later, job withdrawal data were collected at time 2. Model 4 and Model 14 from SPSS macro PROCESS were used to test the mediating effect of work-family conflict and the moderating effect of job autonomy, respectively. RESULTS: Work-family conflict mediated 60.54% of the relationship between risk perception of COVID-19 and job withdrawal. Job autonomy positively moderated the relation between work-family conflict and job withdrawal (ß = 0.12, P < 0.01). CONCLUSION: Risk perception of COVID-19 influenced nurses' job withdrawal through work-family conflict. Job autonomy exaggerated the association between work-family conflict and job withdrawal. IMPLICATIONS FOR NURSING MANAGEMENT: Managers should provide more supportive resources to help nurses cope with the risk of COVID-19 to decrease work-family conflict and job withdrawal, and they should strengthen supervision over the work processes of nurses.

Organizational and Job Resources on Employees' Job Insecurity During the First Wave of COVID-19: The Mediating Effect of Work Engagement.

The world of work has been severely affected by the COVID-19 pandemic due to the high instability observed in the labor market, bringing several new challenges for leaders and employees. The present study aims to analyze the role of organizational and job resources in predicting employees' job insecurity during the first wave of the COVID-19 outbreak, through the mediating role of work engagement. A sample of 207 Portuguese employees participated (Mean age = 45 years old, SD = 9.92), of which 64.7% were women. Data was collected using an online survey, including self-report measures of organizational resources (perceived organizational support), job resources (performance feedback and job autonomy), job insecurity, and work engagement. Data showed that job and organizational resources negatively influenced job insecurity. Moreover, work engagement was a significant mediator of the relation between performance feedback (facet of job resources) and job insecurity. Findings suggest that investing in job and organizational resources can act as protective factors to minimize feelings of job insecurity. Likewise, leaders should foster work engagement among employees to help them balance the relation between these resources and job insecurity, especially in crisis situations. Overall, this study takes a new, underexplored perspective, theoretically bridging organizational and job resources with job insecurity and work engagement during a time of great uncertainty, such as the COVID-19 pandemic.

Homeworking, Well-Being and the COVID-19 Pandemic: A Diary Study.

As a response to the COVID-19 pandemic, many governments encouraged or mandated homeworking wherever possible. This study examines the impact of this public health initiative on homeworkers' well-being. It explores if the general factors such as job autonomy, demands, social support and work-nonwork conflict, which under normal circumstances are crucial for employees' well-being, are outweighed by factors specific to homeworking and the pandemic as predictors of well-being. Using data from four-week diary studies conducted at two time periods in 2020 involving university employees in the UK, we assessed five factors that may be associated with their well-being: job characteristics, the work-home interface, home location, the enforced nature of the homeworking, and the pandemic context. Multi-level analysis confirms the relationship between four of the five factors and variability in within-person well-being, the exception being variables connected to the enforced homeworking. The results are very similar in both waves. A smaller set of variables explained between-person variability: psychological detachment, loneliness and job insecurity in both periods. Well-being was lower in the second than the first wave, as loneliness increased and the ability to detach from work declined. The findings highlight downsides of homeworking, will be relevant for employees' and employers' decisions about working arrangements post-pandemic, and contribute to the debate about the limits of employee well-being models centred on job characteristics.