Do blended working arrangements enhance organizational attractiveness and organizational citizenship behaviour intentions? An individual difference perspective

Differences in military personnel's hardiness depending on their leadership levels and combat experience: An exploratory pilot study

Constant challenges and permanently stressful conditions at military workplaces demand high levels of hardiness for military personnel. We aimed to determine possible differences in Ukrainian military personnel's hardiness depending on their leadership levels and existing combat experience. The study involved 543 Ukrainian service members (85.8% male and 14.2% female, aged 18 to 61 years). We used the Professional Hardiness Questionnaire and the Brief Resilience Scale. The obtained data showed that the higher leadership levels the military personnel had, the higher their hardiness was (up to the company commander level in our study). We revealed a significant predominance of professional challenge acceptance in the structure of military personnel's hardiness, followed by professional control and professional commitment. This proportion of professional hardiness components did not differ depending on service members' leadership levels. Additionally, we showed significantly higher hardiness stability after participating in combat operations in military leaders compared to service members without subordinates. Our findings necessitate hardiness examination during military personnel selection and its development during military training, in particular for deployment.

Working from home during lockdown: the impact on performance and wellbeing

The experience of working from home changed drastically with the arrival of COVID-19. Compared to pre-pandemic experiences, key differences included the vast number of people involved, its involuntary nature, the suddenness of its implementation, its lengthy duration, and the presence of others at home. The demands of this form of remote work during lockdown have partly been mitigated by the resources employees have accessed. This study aimed to investigate the factors impacting employee performance and wellbeing while compulsorily working from home during New Zealand's first nationwide lockdown. We analyzed qualitative data gathered from employees in two organizations. The resulting aggregate dimensions across both demands and resources include organizational factors, furniture and technology factors, and individual factors. Given the ongoing nature of COVID-19 we identify new research directions for investigating remote work, and practical implications focusing on suitable home furniture and technology, plans for future remote work, and supporting employees.

A Tale of Two Offices: The Socioeconomic Environment’s Effect on Job Performance While Working From Home

In response to the global COVID-19 pandemic, many businesses closed their offices and asked their employees to work from home. The transition to remote work has yielded performance gains for many companies; so much so that many firms are planning to continue to use remote work after the pandemic subsides. Nevertheless, such benefits may not be distributed equally throughout the workforce. Drawing on the sociocognitive theory of socioeconomic status (SES), we predict that one’s home working environment features salient signals of their social status that affect their performance. Based on a sample of 304 remote workers from within the United States collected during the COVID-19 shutdown, we find that individuals whose home offices connote higher levels of SES report a greater sense of control over their environment, which ultimately is associated with higher levels of perceived job performance. Furthermore, we find that the more time an individual spends in their home office, the stronger the relationship between their environment-based SES and their personal sense of control. Taken as a whole, our findings suggest that because home working environments are arrayed along an SES gradient, they present another mechanism by which pre-existing inequalities may be made salient as a result of the COVID-19 pandemic.

Telework at times of a pandemic: The role of voluntariness in the perception of disadvantages of telework

The implications of telework are discussed controversially and research on its positive and negative effects has produced contradictory results. We explore voluntariness of employee telework as a boundary condition which may underpin these contradictory findings. Under normal circumstances, individuals who do more telework should perceive fewer disadvantages. However, during the COVID-19 pandemic, employees could no longer voluntarily choose to telecommute, as many organizations were forced to introduce telework by governmental regulations. In two studies, we examine whether the voluntary nature of telework moderates the association between the amount of telework and perceptions of disadvantage. In Study 1, we collected data before and during the COVID-19 pandemic (N = 327). Results show that pre-pandemic participants (who were more likely to voluntarily choose this form of work) reported fewer disadvantages the more telework they did, but this was not the case for employees during the COVID-19 pandemic. To validate these findings, we measured employees' voluntariness of telework in Study 2 (N = 220). Results support the importance of voluntariness: Individuals who experience a high degree of voluntariness in choosing telework perceive fewer disadvantages the more they telework. However, the amount of telework was not related to reduced perceptions of disadvantages for those who experienced low voluntariness regarding the telecommuting arrangement. Our findings help to understand when telework is related to the perception of disadvantages and they can provide organizations with starting points for practical interventions to reduce the negative effects of telework.

The link between empowering leadership and employees' perceptions of the effectiveness of blended working

Linked to technological and societal developments, including the COVID-19 pandemic, employees are increasingly being given the opportunity to blend onsite and remote working including flexibility as to when and where they work. Despite the proliferation of such blended working, there is little empirical research on how leaders in organizations can contribute to facilitating its effectiveness. In the present study, we hypothesized that an empowering leadership style would be positively associated with employees' perceptions of the effectiveness of blended working. Additionally, grounded in Self-Determination Theory, we hypothesized that the satisfaction of employees' work-related psychological needs for autonomy and for competence would mediate this relation. Results of a field study (N = 405 employees) using a two-wave panel design supported a cross-lagged effect of empowering leadership on employees' perceptions of the effectiveness of blended working. However, no evidence was found for the hypothesized mediated relations. Our findings could be of value to organizations as they indicate a specific leadership style that is likely to facilitate the effectiveness of blended working.

Extroversion and Conscientiousness Predict Deteriorating Job Outcomes During the COVID-19 Transition to Enforced Remote Work

At the beginning of the COVID-19 pandemic, organizations around the world rapidly transitioned to enforced remote work. We examined the relationship between personality and within-person changes in five job outcomes (self-reported performance, engagement, job satisfaction, burnout, and turnover intentions) during this transition. We conducted a four-wave longitudinal study, from May to August 2020, of employees working from home due to COVID-19, N = 974. On average, self-reported performance decreased over the course of the study, whereas the other outcomes remained stable. There was also significant between-person variability in job outcomes. Extroversion and conscientiousness, two traits traditionally associated with desirable outcomes, were associated with deteriorating outcomes over time. Extroverted employees and conscientious employees became less productive, less engaged, and less satisfied with their jobs; and extroverted employees reported increasing burnout. These results add to our understanding of how personality predicts within-person changes in performance, well-being, and turnover intentions during the pandemic.