Flexible work arrangement and work-related outcomes during the Covid-19 pandemic: Evidence from local governments in Indonesia
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Received July 2, 2022;Accepted September 2, 2022;Published September 22, 2022
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Author(s)Link to ORCID Index: https://orcid.org/0000-0002-1360-0238Link to ORCID Index: https://orcid.org/0000-0002-0638-7985Link to ORCID Index: https://orcid.org/0000-0002-7365-1432Link to ORCID Index: https://orcid.org/0000-0002-8175-3711
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DOIhttp://dx.doi.org/10.21511/ppm.20(3).2022.33
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Article InfoVolume 20 2022, Issue #3, pp. 411-424
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Cited by3 articlesJournal title: The TQM JournalArticle title: Flexible working arrangements on employee well-being concerning the mobile telecommunication industryDOI: 10.1108/TQM-11-2023-0390Volume: / Issue: / First page: / Year: 2024Contributors: Friday Ogbu Edeh, Nurul Mohammad Zayed, Md. Faisal-E-Alam, Vitalii Nitsenko, Oleg BazalukJournal title: International Journal of Research in Business and Social Science (2147- 4478)Article title: Flexi-time as a predictor of employee performance in public hospital sector: mediating role of work-life balance and job satisfactionDOI: 10.20525/ijrbs.v13i3.3277Volume: 13 / Issue: 3 / First page: 194 / Year: 2024Contributors: Deny Mahendra, Desi Tri KurniawatiJournal title:Article title:DOI:Volume: / Issue: / First page: / Year:Contributors:
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The Covid-19 outbreak has forced various organizations to adjust work designs to comply with health protocols. Flexible work arrangement is a model that is widely used, including flextime and work from home. This study analyzes the impact of flexible work arrangements on affective commitment, job satisfaction, organizational citizenship behavior, and work engagement, which lead to employee happiness. A total of 405 respondents who work in local governments in Indonesia participated in an online survey using the snowball sampling technique. Data were analyzed using partial least squares. This study found a significant effect of flexible work arrangements on affective commitment and organizational citizenship behavior. It means that employees perceive a flexible work arrangement policy as an organizational effort to protect employees from Covid-19. Thus, it makes employees showing their affective commitment and willingness to have organizational citizenship behavior. In addition, job satisfaction, organizational citizenship behavior, and work engagement have been shown to affect employee happiness. This finding has implications for leaders to develop flexible work arrangements as alternative work designs, especially during times of crises such as a pandemic. Further research recommendations are emphasized to examine other flexible work arrangements according to contextual needs.
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JEL Classification (Paper profile tab)D23, J28, M54
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References66
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Tables4
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Figures2
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- Figure 1. Proposed model
- Figure 2. Structural model
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- Table 1. Descriptive statistics and correlation among variables
- Table 2. Measurement model
- Table 3. Fornell-Larcker criterion
- Table 4. Hypotheses testing
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Conceptualization
Sinto Sunaryo, Hunik Sri Runing Sawitri, Joko Suyono, Lilik Wahyudi
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Formal Analysis
Sinto Sunaryo, Joko Suyono
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Methodology
Sinto Sunaryo, Hunik Sri Runing Sawitri
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Resources
Sinto Sunaryo, Hunik Sri Runing Sawitri, Joko Suyono, Lilik Wahyudi, Sarwoto
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Supervision
Sinto Sunaryo
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Writing – original draft
Sinto Sunaryo
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Writing – review & editing
Hunik Sri Runing Sawitri
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Investigation
Joko Suyono
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Software
Lilik Wahyudi
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Validation
Lilik Wahyudi
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Data curation
Sarwoto
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Project administration
Sarwoto
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Visualization
Sarwoto
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Conceptualization
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The relationship between employee well-being and organizational trust in the context of sustainable human resource management
Vaida Jaskeviciute , Asta Stankeviciene , Danuta Diskiene , Julija Savicke doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 118-131 Views: 2615 Downloads: 1683 TO CITE АНОТАЦІЯAs the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.
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The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement
Dheyaa Falih Bannay , Mohammed Jabbar Hadi , Ahmed Abdullah Amanah doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 2409 Downloads: 1009 TO CITE АНОТАЦІЯWork creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
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Job stress and turnover intention revisited: evidence from Korean firms
Problems and Perspectives in Management Volume 17, 2019 Issue #4 pp. 52-61 Views: 1839 Downloads: 614 TO CITE АНОТАЦІЯThis study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.