Factors Associated with Primary Care Provider's Job Satisfaction and Organizational Commitment in China: A Machine Learning-Based Random Forest Analysis.

The objective of the study is to explore the factors that influence the job satisfaction and organizational commitment of primary care providers in China, with a focus on the impact of the COVID-19 pandemic and the rescission of restriction policies. We utilized the 20-item Minnesota Satisfaction Questionnaire (MSQ) and the 25-item organizational commitment survey to assess job satisfaction and organizational commitment. In total, 435 valid responses were included in our analysis. The average scores for job satisfaction and organizational commitment were 80.6 and 90.8. After a two-step tuning process, we built random forest models by machine learning. The results show income change, working years, working years in the current institute, and age were the four most important features associated with job satisfaction, organizational commitment, and most of their dimensions. The number of professional fields engaged, gender, job status, and types of endowment insurance were least associated. During pandemic time, income-related factors remain a core concern for primary care providers, whereas job security may lose its importance. These findings suggest that financial bonuses may be an effective way to boost morale, and age-specific motivation plans may be necessary.

Organizational adaptation to working from home in a crisis situation (COVID-19): the interaction between leaders' openness and followers' voice.

Introduction: We investigated the effect of time spent at home on employee voice behavior and leadership openness during Covid 19. According to DeRue's adaptive leadership theory which offers an interactionist perspective to explain adaptive organizational behavior during an environmental crisis, we proposed that in the WFH's (work from home) reduced and limited communication space, leaders, who need more feedback, will encourage employees to express their opinions and will show more willingness to listen to them. Meanwhile, employees will ask more questions and make more suggestions to alleviate uncertainty and misunderstanding. Methods: Using an online questionnaire, a cross-sectional study (N = 424) has been carried out with employees working from home for a different amount of their working time during the pandemic. Data were analyzed using structural equation models (SEM) in which the effect of leadership openness on employee voice behavior was assessed through the mediation of affective commitment, psychological safety, and intrinsic motivation. Results: The results showed that in the WFH situation, time spent in home office had a low but significant direct negative effect on promotive voice behavior. At the same time, leadership openness was growing with the amount of time spent at home. Leadership openness counteracted the negative effect of WFH on voice behavior: although leadership openness did not have a direct significant effect on voice behavior, it had a positive effect on psychological safety and work motivation which, in turn, influenced positively both promotive and prohibitive voice behavior. Employee's voice, for its part, further augmented leadership openness. Discussion: In our research we could demonstrate the contingent nature and the mutual influence patterns and feedback loops of leaders-employees exchange. In the WFH situation the openness of the leader is growing with the amount of time spent at home and with the amount of promotive voice manifested by the employee. In consent with DeRue social interactionist adaptive leadership theory, a mutually reinforcing process of leadership openness and employee voice could be demonstrated. We argue that leadership openness is a key factor to motivate employee voice behavior during WFH.

The Improving Role of Digital Leadership in the Impact of Social Loafing on Job Performance

It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory. (c) CIKD Publishing

Psychological capital and organizational citizenship behavior among nurses during the COVID-19 epidemic: mediation of organizational commitment.

BACKGROUND: Nurses' organizational citizenship behavior, a spontaneous "altruistic work behavior", may be affected by psychological capital and organizational commitment, but its mechanism is not clear. The aim of this study was to investigate the characteristics and distribution of psychological capital, organizational commitment and organizational citizenship behavior among nurses during the COVID-19 epidemic, and explore the mediating role of organizational commitment in psychological capital and organizational citizenship behavior. METHODS: A cross-sectional survey was conducted among 746 nurses from 6 designated hospitals for COVID-19 treatment in China. Descriptive statistics, Pearson correlation analysis, and structural equation model were used in this study. RESULTS: Nurses' psychological capital, organizational commitment and organizational citizenship behavior scores were 103.12 ± 15.57, 46.53 ± 7.14 and 101.47 ± 12.14, respectively. Additionally, organizational commitment partially mediates between psychological capital and organizational citizenship behavior. CONCLUSIONS: During the COVID-19 pandemic, nurses' psychological capital, organizational commitment, and organizational citizenship behavior were found to be at an upper-middle level, influenced by various social-demographic factors. Furthermore, the results illustrated that psychological capital can affect organizational citizenship behavior through the mediating role of organizational commitment. Therefore, the findings emphasize the importance of nursing administration to monitor and prioritize the mental health and organizational behavior of nurses during the ongoing COVID-19 crisis. It is crucial to focus on developing and nurturing nurses' psychological capital, strengthening their organizational commitment, and ultimately promoting their organizational citizenship behavior.

Culture meets commitment: how organizational culture influences affective commitment

PurposeOrganizational culture has been identified as an important factor in increased employee commitment. Particularly during a shortage of skilled workers, commitment is a meaningful indicator of higher loyalty and retention. However, limited research has studied the relationship between organizational culture and commitment from a global perspective. Most research focuses on specific aspects of culture and examines the aspects' effects on commitment separately. The author's objective is to identify influential organizational culture's dimensions and assess dimensions' relationship to commitment holistically.Design/methodology/approachFor this purpose, the author analyzed a data set with 241,648 participants from 9 industries in Germany. The survey captures individual attitudes toward certain aspects of organizational culture and assesses workers' commitment to their organizations.FindingsThe results of a linear regression show that all cultural dimensions considered, namely transformational leadership behavior, team cohesion, compensation, fairness and caring attitude, if well-developed, positively and significantly influence organizational commitment. Interestingly, team cohesion has the greatest effect on commitment, followed by transformational leadership behavior, compensation, caring attitude and fairness.Originality/valueThis paper aims to examine the relationship between organizational culture and commitment holistically, thereby revealing which aspects of corporate culture are particularly important for increasing workers' commitment.

The influence of organizational values on employee attitude and information security behavior: the mediating role of psychological capital

PurposeWith increased remote working, employers are concerned with employees' commitment and compliance with security procedures. Through the lens of psychological capital, this study aims to investigate whether strong organizational values can improve employees' commitment to the organization and security behaviors.Design/methodology/approachUsing Qualtrics platform, the authors conducted an online survey. The survey participants are college-educated, full-time employees. The authors used structural equation modeling to analyze 289 responses.FindingsThe results indicate perceived importance of organizational values is associated with increased organizational commitment and information security behavior. The authors find that psychological capital partially mediates these relations suggesting that employees' psychological capital effectively directs employees toward an affinity for the organization and information security behavior. The results highlight the importance of organizational values for improving security behavior and organizational commitment. Second, the results suggest that psychological capital is an effective mechanism for this influence. Finally, the authors find that individual differences (gender, organizational level and education) are boundary conditions on their findings, providing a nuanced view of their results and offering opportunities for further investigation.Originality/valueTo the best of the authors' knowledge, this study is the first to explore organizational values in relation to information security behaviors. In addition, this study investigates the underlying mechanism of this relationship by showing psychological capital's mediating role in this relationship. Therefore, the authors suggest organizations create a supportive environment that appreciates innovation, quality services, diversity and collaboration. Furthermore, organizations should communicate the importance of these values to their employees to motivate them to have a stronger affective commitment and a more careful set of security behaviors.

Phenomenology of COVID-19 Pandemic Effects on the Behavior of Staff in the Banking Industry

The banking industry staff gained valuable experience during the COVID-19 epidemic. The aim of this study was to investigate the consequences of Coronavirus on employee behavior in the COVID-19 epidemic. To achieve this goal, a study with a qualitative approach and with a phenomenological strategy was conducted. In this study, two main categories of intrapersonal reactions and interpersonal responses were characterized, with the former including six subcategories (negative emotions, change in structure of needs, obsession, stress, fear, and disruption in organizational commitment) and the latter involving three subcategories (abnormal social behavior, abnormal occupational behavior, and abnormal communicative behavior). The variables of fear, stress, burnout, and aggression were exposed to the highest frequency. This study showed that upon the occurrence of novel crises, the organizations should take strategies based on crisis management, e.g., immunizing the workplace, showing emotional and financial support to the personnel, and asking the personnel to change their behavior as members of the community.

Analysis of the Application Effect of Career Planning Management-A Case of the Tax Consulting Industry

The epidemic situation in COVID-19 aggravated the pressure and challenges of enterprises management, which directly affected employees' working attitudes. This paper takes organizational career planning management as the independent variable and takes job satisfaction, turnover intention, and organizational commitment as the proxy variables of dependent variables. H Company is taken as the research object, with 17 qualitative interviews and 645 cluster sampling surveys. Through correlation and regression analysis, the conclusions can be drawn: 1. The implementation of career planning management has a significant impact on employees' work attitude, a positive impact on job satisfaction and organizational commitment, and a negative impact on turnover intention. 2. Each dimension of career planning management has a different action mechanism on each proxy variable of employees' work attitudes. Fair promotion, providing information, and paying attention to training and career development in career planning management can significantly promote job satisfaction and job commitment. However, paying attention to training and career development significantly inhibits turnover intention, while the other two dimensions have no significant influence. Based on these conclusions, the enterprises can promote employees' job satisfaction and organizational commitment by enhancing their career planning management awareness, establishing a perfect career planning management system, and carrying out diversified career planning management practices. © 2023 The authors and IOS Press.

Human Resource Considerations for Supporting Employees with Neurological Disorders: Multiple Sclerosis and Spinal Cord Injury

It is important for human resource (HR) teams to have the ability to appropriately identify and support the transition-to-work accommodation needs of employees with neurological disabilities as they return to work post-coronavirus disease-2019 (COVID-19) pandemic. This chapter discusses the potential biopsychological areas of consideration for human resource teams to focus their support on employees with spinal cord injury (SCI) or multiple sclerosis (MS), whose experience of work or the symptoms of these conditions have been affected by the COVID-19 pandemic and its resulting lockdowns. Potential short-term and long-term considerations in a post-COVID-19 workplace that focus on health-related work accommodations are discussed. The resulting effectiveness or success of such transition-to-work outcomes that focus on employees with neurological disorders (ewNDs) are suggested to be better evaluated by human resource teams using the lens of employee organizational commitment as it impacts employee retention. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

Purpose: The study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction. Design/methodology/approach: An exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology-business process management (IT-BPM) employees (n = 520) in India. Findings: The direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction. Originality/value: The study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Organizational commitment: an ever-shifting concept forever changed by COVID-19

Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed.

Studying the Impact of Administrative Empowerment As a Mediating Variable in the Relationship between Organizational Commitment and Administrative Creativity: A Field Study in the Jordanian Pharmaceutical Companies in Light of Covid - 19

Managerial creativity enhances the distinction of any organization compared to other organizations due to its ability to find suitable solutions for the problems facing the organization and due to its ability to improve new products and services or through improving working methods or styles in it. Therefore, this topic has occupied a large area of interest in literature review. However, there are some aspects which are still ambiguous about the impact of each of the organizational commitment and administrative empowerment on one hand and administrative creativity on the other hand, especially in light of the COVID-19 pandemic which the world is suffering from nowadays. Accordingly, this study aims to investigate the impact of organizational commitment, with its various dimensions, on administrative creativity within the Jordanian pharmaceutical companies with the existence of administrative empowerment as a mediating variable. Data of the study was collected using a simple random sample which consisted of (201) employees working in the Jordanian pharmaceutical companies. Structural equation modeling (SEM) analysis was conducted using AMOS.20. The study found that there are strong correlation relationships between most of the study variables in addition to the existence of a significant impact of administrative empowerment on administrative creativity as a dependent variable. The (direct and indirect) results of the total impact analysis revealed that there is an impact of all dimensions of organizational commitment on administrative creativity with the existence of administrative empowerment as a mediating variable. Based on these results, the study recommended that Jordanian pharmaceutical companies conduct workshops, seminars and training programs to teach their employees the importance of organizational commitment and occupational empowerment and their role in enhancing administrative creativity. In addition, the investigated companies need to pay attention to involving their employees in setting goals, formulating policies and programs, participating in decision-making processes and spreading a culture of teamwork by providing incentives of various kinds, which contributes to enhancing the levels of organizational commitment and administrative creativity alike, especially in light of Covid-19 pandemic. © 2023 DSR Publishers/The University of Jordan. All Rights Reserved.

Remote Workers' Privacy Concerns, Psychological Climate for Face Time, and Organizational Affective Commitment

During the Covid-19 pandemic, the shift to high-intensity remote work-three days or more a week-accelerated the digitalization of work processes and the blurring of boundaries between work and personal life through videoconferencing and the use of personal devices for work. This paper explores the relationships between high-intensity remote workers' information and communication technologies (ICT) privacy concerns, psychological climate for face time, and organizational affective commitment. Building on organizational support and social information processing theories, we argue that ICT privacy concerns and perceptions that an organization values physical presence in-office may undermine commitment to the organization. Based on a two-wave study of 1065 remote workers in a large multinational bank, we find that ICT privacy concerns and psychological climate for face time reinforce one another and are negatively associated with subsequent affective organizational commitment. © 2023 IEEE Computer Society. All rights reserved.

The effect of job security, insecurity, and burnout on employee organizational commitment

The current research aims to understand the detrimental effects of job security (i.e., remaining in the same job), insecurity (i.e., concerns about continuing in the existing job), and burnout on employee organizational commitment. By investigating this context, the study also looks into how benevolent leadership may mitigate these negative effects. Employing event system theory, we conceptualize job insecurity, job security, and burnout effects as Covid-19-related events and how they may impact employee organizational commitment. Based to the findings, despite the mediation effects of benevolent leadership, job insecurity, and job burnout negatively impacted employee organizational commitment. Furthermore, job security was lowered by the mediating influence of benevolent leadership. The study findings have important implications for managers and organizations in dealing with future crises. © 2023 Elsevier Inc.

Leadership Styles of Nurse Managers and Employees' Organizational Commitment during the COVID-19 Pandemic

Objective: The aim of this study was to determine the leadership styles of nurse managers and then determine the relationship of the respective styles with the organizational commitment of the nurse managers during the COVID-19 pandemic. Method(s): A quantitative correlational study design was employed in this investigation. Simple random sampling yielded 259 nurses who participated in this study. It was conducted between October and November 2021 at the government hospitals of the Hail Region, Kingdom of Saudi Arabia. Result(s): The nurses' perceived that their nurse managers employed an idealized influence leadership style (9.15). Age, years of experience, and ward assignment were found to have no statistically significant difference on organizational commitment;however, a significant difference was found with nationality. No significant difference was found regarding age with idealized influence, inspirational motivation, intellectual stimulation, or management by exception;however, it differed significantly with individualized consideration, contingent reward, and laissez-faire leadership. No significant differences were found with the years of experience to idealized influence, inspirational motivation, intellectual stimulation, individual consideration, or management by exception;however, it was found significantly different with the contingent reward and laissez-faire leadership. Concerning nationality, a significant difference was found with idealized influence and inspirational motivation. However, no significant difference was found between nationality and intellectual stimulation, individual consideration, contingent reward, management by exception, or laissez-faire leadership. With the ward assignment, no significant difference was found with idealized influence, inspirational motivation, intellectual stimulation, or contingent reward management by exception;however, a significant difference was found with individual consideration and laissez-faire leadership. Conclusion(s): During the pandemic, nurse managers employed idealized influence leadership styles. Age, years of experience, and ward assignment were found to be of no significant difference to organizational commitment, but they did have a significant difference to nationality. Age differed significantly with individualized consideration, contingent reward, and laissez-faire leadership. Years of experience was found to be significantly different with contingent reward and laissez-faire leadership. Concerning nationality, a significant difference was found with idealized influence and inspirational motivation. With the ward assignment, a significant difference was found with individual consideration and laissez-faire leadership.Copyright © 2023 The Author(s). Published by S. Karger AG, Basel. This article is licensed under the Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC). Usage and distribution for commercial purposes requires written permission.

Predictors of organizational commitment among Chinese nurses during the COVID-19 pandemic.

AIM: To investigate organizational commitment among Chinese nurses and analyze factors influencing organizational commitment during COVID-19. BACKGROUND: Organizational commitment is the most important link between nurses and the organization because it is effective in work retention and the motivation of nurses, especially when addressing the COVID-19 crisis. However, there has been no empirical study conducted to predict organizational commitment in the field of nursing by combining work values with professional practice environments. METHODS: A cross-sectional predictive study was done with 362 nurses recruited from two tertiary hospitals in China. The Organizational Commitment Questionnaire, the Work Values Scale, and the Practice Environment Scale of the Nursing Work Index were used to collect data. Two factors related to the organizational commitment of nurses were investigated by using binary logistic regression analyses. RESULTS: Increased work values and a professional practice environment were associated with an increased likelihood of higher organizational commitment. DISCUSSION: The COVID-19 crisis became the utmost challenge to global healthcare systems and professional organizational commitment. Nurses' organizational commitment was directly influenced by the professional practice environment and work values, especially intrinsic work values, in which the spirit of collectivism was consequential. CONCLUSION AND IMPLICATIONS FOR THE FIELD OF NURSING AND HEALTH POLICY: Study results provide information for global hospital administrators to promote these organizational commitment predictive factors, including work values and a professional practice environment in nursing practice. This helped foster a stronger organizational commitment among nurses to reduce nurse resource flow during COVID-19.

The structural relationship between job satisfaction and organizational commitment of beauty industry employees.

BACKGROUND: Based on the analysis results that can further enhance organizational satisfaction and response to changes in the employment environment of cosmetic employees and workers through organizational commitment and turnover intention of cosmetic. OBJECTIVES: This research paper empirically analyzed changes in employment environment due to coronavirus disease-19 (COVID-19) pandemic and 4th industrial revolution and the effect of employees and job satisfaction on turnover intention in the cosmetic industry, and sought measures necessary for conflict management in industrial sites. METHODS: A self-report questionnaire was conducted on 508 cosmetic implementers. Statistical processing of the data collected by the data analysis method was analyzed using the Statistical Package for Social Science (SPSS) WIN23.0 statistical package program through data coding and data organizing process. RESULTS: Changes in the employment environment were found to have a significant effect on job satisfaction (t = -11.728, p < 0.05). Changes in the employment environment were found to have a significant effect on organizational commitment, which is a dependent variable (t = -9.476, p < 0.05). Changes in the employment environment and job satisfaction were found to have a significant effect on organizational commitment, and this regression model was found to be statistically significant (F = 67.703, p < 0.05). Job satisfaction showed a significant positive (+) effect on organizational commitment rather than the employment environment (t = 6.235, p < 0.05). As a result, it was found that the organizational commitment and job satisfaction of cosmetic employees and workers affected their turnover intentions due to changes in the employment environment due to the 4th industrial revolution and the COVID-19 pandemic. CONCLUSION: This study focused on the relationship between employment environment changes in the cosmetic industry due to the recent 4th industrial revolution and the COVID-19 pandemic, and the effects of job satisfaction and organizational commitment of cosmetic employees on turnover intention. Based on the results of the analysis that can further increase the organizational commitment and search for job satisfaction of cosmetic employers and workers, we intend to establish the identity of cosmetic industry organizations nationwide and raise community awareness. This study will help the development and growth of the cosmetic industry by providing basic data that can be reborn as a better cosmetic service organization.

Remote and on-site work stress severity during the COVID-19 pandemic: comparison and selected conditions.

OBJECTIVES: The aim of the present study was to explore whether remote and on-site work stress during the COVID-19 pandemic was experienced with different severity. The second goal was to investigate stress conditions at both working modes. MATERIAL AND METHODS: The study involved 946 individuals working in the education system and BSS sector in different Polish organizations. The following tools were used: the Brief Scale of Vocational Stress by Dudek and Hauk, the Polish version of the scales to measure work-family conflicts by Grzywacz, Frone, Brewer and Kovner, Meyer and Allen's Affective, Continuance, and Normative Commitment Scales in the Polish adaptation by Banka, Wolowska and Bazinska, the Satisfaction with Job Scale by Zalewska. RESULTS: The analysis of intergroup differences revealed that remote work stress severity was significantly lower than on-site work stress severity. The regression analyses proved that work-family conflict and job satisfaction were significant predictors of remote and on-site work stress. Continuance commitment positively predicted on-site work stress. Both models turned out to be statistically significant. The variables included in the models explained 39% and 35% of the variability of the remote work and on-site work stress, respectively. CONCLUSIONS: Remote work is associated with lower stress severity than on-site work. For both types of work, the higher the level of work-family conflict, the higher the level of stress severity, but the higher the job satisfaction, the lower the stress severity. Continuance commitment is positively related to on-site stress, which means that people who work for an organization and see no alternative feel more stressed. Such an effect was observed only in the case of on-site work. The study findings are discussed in light of previous research, and implications for organizational practice are considered. Int J Occup Med Environ Health. 2023;36(1):96-111.

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.

The mobile technological era: insights into the consequences of constant connectivity of personal devices by knowledge workers

PurposeAs employees' adoption of Bring Your Own Device (BYOD) has increased, so has research interest into the impact of BYOD on human resources outcomes. The present study aims at understanding the relationship between BYOD and human resources outcomes.Design/methodology/approachThe study employs the inductive data-driven content analysis approach to analyze the data collected through qualitative semi-structured interviews with a sample of 28 knowledge workers from different occupational sectors in Mauritius.FindingsThe results show the double-edged sword brought about by BYOD implementation. This trend is associated with perceived job performance, job satisfaction, organizational commitment and work motivation while also having an effect on work-life conflict and stress.Practical implicationsThis study has implications for organizations that are concerned about formulating guidelines and policies in relation to workers' adoption of BYOD in the workplace. This trend permits employees to continue to communicate and work irrespective of new working conditions and social distancing since the Covid-19 pandemic has changed the way organizations operate around the globe.Originality/valueDriven by the JD-R theory, themes and sub-themes were linked by the emerging relationships to present a conceptual framework to understanding employees' well-being since this is a pertinent research area for scholars and practitioners, as well as a topic of growing prominence for modern organizations.