Abstract

Background
Perceived organizational politics is a common phenomenon in almost every organization and is associated with undesirable employee outcomes. Despite numerous studies on this important topic, studies describing the influence of perceived organizational politics on nurses’ outcomes (job satisfaction and stress) remain underinvestigated. This study examined the impact of perceived organizational politics on job satisfaction and job stress among nurses.

Methods
A quantitative cross-sectional design was used in this study. Two hundred and thirteen (213) nurses participated. Three standardized instruments were utilized: Perception of Organizational Politics, Job Satisfaction Scale, and Job Stress Scale. Data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analyses.

Findings
Nurses perceived a high level of organizational politics. We identified a significant correlation between perceived organizational politics, job stress, and job satisfaction in nursing. The results showed nurses’ perception of organizational politics had a positive relationship with job stress and a negative relationship with job satisfaction.

Managerial implication
Hospital management should reconsider the organizational, group, and individual situations that create perceived organizational politics to prevent any unnecessary political behaviors in the hospital. Also, strategies to enhance nursing management and healthcare provision should be directed at reducing the use of politics to promote self-interest.

Originality/value
Our study provides a novel insight into the unexplored nature and impact of perceived organizational politics on nurses’ job satisfaction and stress in Ghana. It is the first research to investigate organizational politics using nursing population in the Ghanaian context and makes significant contributions to theory and practice.

Background

Organizations are made up of people with diverse values, attitudes, ideas, beliefs, values, and these differences affect the way these people interpret issues in the organization (Delle, 2013, Khan et al., 2020, Rughoobur-Seetah, 2022). These differences project how people’s subjective interpretation is linked with organizational problems such as politics (Asrar-ul-Haq et al., 2019). Hence, scholars have described organizations as political arenas (Rughoobur-Seetah, 2022). Organizations where politics are widespread provide an unfavorable work environment for people, which is not conducive to fostering positive work-related behaviors.

Perceived organizational politics (POP) has been defined as social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor (Takeuchi, Yu, & Lin, 2022). Labrague et al. (2017) described POP as purposeful actions by individuals aimed at realizing one’s self-interest while ignoring the well-being of others or their organization. Such behaviors are mostly hidden and not consistent with the organizational rules and regulations but directly or indirectly affect the organization’s bureaucracies (Landells & Albrecht, 2019). In every organization, politics exist in different ways and is used to achieve individual goals and benefits, improve one’s professional career and gain resources or advantages from the organization (Landells and Albrecht, 2019, Zibenberg, 2021). Employees often get involved in organizational politicking to enhance their position at the expense of others, such as their colleagues.

Conclusion

We investigated the nature of POP and how it impacts nurses’ job satisfaction and stress. Based on the findings of this study, it can be concluded that organizational politics is a determinant of high levels of job stress and low level of job satisfaction among nurses. Since POP negatively affects individual nurses and the organization’s productivity, investigating strategies to reduce the effect of political behavior presents a big challenge to hospital managers. This call for a well-structured measure that will enhance both horizontal and vertical interactions among nurses is eminent. Thus, hospital managers should discourage and defuse political behaviors/activities by introducing transparency and accountability in nursing management, which holds promise for enhancing nurse satisfaction. Given this, nurses should be given equal opportunities to develop in their professions.

This study has examined the impact of POP on nurse job stress and job satisfaction. The study found that POP negatively affects job stress and satisfaction in nurses. The findings strengthened the contention that the prevalence of POP within the healthcare environment can trigger a negative reaction from the staff. Increased job stress and decreased job satisfaction in nurses can halt performance and productivity resulting in poor quality and efficiency of care. Therefore, hospital management should establish precautionary procedures and policies to tackle and eliminate political behaviors within healthcare organizations. These policies should include organization-directed and person-directed measures such as continued professional development, the adequate orientation of new staff, improving the work environment, use of clinical ladders for promotions, and enhanced salary.

Abstract

Background
Job satisfaction leads to employees being more productive. However, when the job requirements do not meet the capabilities it will cause stress. Therefore, it is important to define the cause of dissatisfaction to reduce work-induced stress as this has a negative impact on the quality of healthcare services. The literature on stress and satisfaction studying medical laboratory professionals (MLPs) is still limited.

The aim of this study was to assess the relationships between stress and job satisfaction factors among MLPs in Omani hospitals, and to quantify a possible correlation between job stress and job satisfaction.

Methods
A cross sectional study involved all medical laboratory professionals in eight hospitals in Oman from different geographical areas. A survey instrument measuring job satisfaction was developed from the result of earlier qualitative studies done by the authors in the population of 101 participants. In addition, job stress was assessed using a survey based on the Nurse Stress Index (NSI).

Results
The results show a significant statistical association between stress and job satisfaction. Omanis have significantly higher stress scores compared to non-Omani citizens. The youngest MLPs at Omani Hospitals were less satisfied at work and more stressed than their older colleagues. Job satisfaction was lower and job stress higher in the Sultan Qaboos University Hospital than in all the other hospitals. The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

Conclusion
This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories. When implemented those would reduce job stress among medical laboratory professionals in Oman, and, possibly, more widely.

Introduction

A highly motivated staff is essential to ensure a high quality and efficient service in healthcare organizations. Motivation of health care workers can initiate them to exert and maintain an effort towards organizational goals. Motivation among professional staff is dependent on the following factors: achievement, recognition for achievement, the work itself, responsibility, and professional growth or advancement [1,2]. A person with high motivation is more likely satisfied with her or his work [3]. Job dissatisfaction, on the other hand, can induce work-related stress [4]. However, satisfied employees have positive perceptions towards their organizations and are more efficient at work [5].

Consequently, it is important to pay attention to job satisfaction in all organizations including health care providers as it has an effect on the quality of the service [6]. High job satisfaction leads to employees being more productive and providing a higher service quality [7].

Healthcare staff, including medical laboratory professionals, may not contribute to a positive patient experience if their own needs are not met. Therefore, it is the task of healthcare managers to ensure satisfaction among their staff [8].

Conclusions

There is a correlation between job satisfaction and job stress, overall and by factor, among medical laboratory professionals in Oman. These findings are corroborated by studies performed elsewhere, especially in the Mid-east and Africa. In many of those countries ex-patriates form an important part of the workforce, and they are, by and large, more satisfied than residents. More experienced and senior staff show higher levels of satisfaction also. Gender and salary levels are also of importance.

The most important dissatisfaction factor among medical laboratory professionals is health and safety in the laboratories. The satisfaction components with highest scores were professional status and relationships with co-workers and leaders.

The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories.

Abstract

Purpose
Given the increase in demand for optometry services by society and the importance of the Optometry profession in Portugal and Spain, the objective of this study was to determine job satisfaction and important factors related to this satisfaction in a sample of Portuguese and Spanish optometrists.

Methods
A prospective, cross-sectional, and observational study was carried out from June to December 2021. An adaptation of the 15-item job satisfaction in eye-care personnel (JSEP) questionnaire validated by Paudel et al. was administered to Portuguese and Spanish optometrists. The questionnaire was shared through different social media (Facebook, LinkedIn, WhatsApp, etc.) in a Google form during the months of June to December 2021 in Portugal and Spain.

Results
A total of 530 surveys were collected in Portugal (42.3%; n = 224) and Spain (57.7%; n = 306). The factors that most influence overall job satisfaction are salary, career development opportunities, recognition/prestige in society, good work-life balance (all p<0.001), workplace equipment and facilities, and encouragement reward positive feedback (both p = 0.002). When comparing the determinants of job satisfaction of optometrists, it was found that Portuguese professionals were generally more satisfied than Spanish ones (p<0.001). However, Spanish optometrists reported feeling more supported by their colleagues (p<0.001).

Conclusion
This study has shown that the level of job satisfaction was higher in Portugal than in Spain. The most important factors influencing job satisfaction were salary, job stability, and support from colleagues.

Introduction

Job satisfaction is defined as the feelings or emotions that connect workers to their jobs.1 Thus, it is known as “the positive emotional state resulting from the evaluation of one´s work or work experiences.”2 or “the extent to which people like or dislike their job.”3 That is, the attitude of workers towards their work in general, or more specifically, towards their colleagues, payroll, or working conditions. An employee may experience different job satisfaction through job stability, professional development, and growth, as well as a balanced work-life situation. Conversely, job stress can lead to burnout by decreasing people´s abilities to meet the demands of the job. In other words, an adequate workload can improve workers’ skills and enhance their success at work.4

Job satisfaction is considered a protective factor against burnout and the negative consequences of work-related stress.5 In healthcare professionals, job satisfaction is vital, as burnout can directly affect the health of patients and the quality of health care.6 Thus, job satisfaction is comprised of working conditions, communication, nature of work, organizational policies and procedures, salary and conditions, opportunities for promotion (also progression, recognition, or appreciation), safety, and supervision or relationships.7 Job satisfaction is also influenced by various factors, such as working conditions and organizational environment, stress levels, role conflict and ambiguity, role perceptions and content, and organizational and professional commitment.7, 8, 9, 10

Conclusion

This study has shown that the level of job satisfaction of the surveyed health professionals satisfied or very satisfied was higher in Portugal (74.1%) than in Spain (45.4%). The most valuable factors were support from colleagues, job stability, and workplace equipment and facilities; while the least valued factors were recognition/prestige in society, non-financial incentives, and career development opportunities.

Abstract

Purpose
This study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University.

Methods
A standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis.

Results
The study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University.

Conclusions
This study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.

Introduction

A framework for increasing human capital inside an organization by developing the company and its employees to boost performance is known as human resource development [1]. Through planned learning activities, human resource development practices create essential competencies that people in companies need to accomplish their present and future roles. Consequently, the concept of HR development has emerged as a strategy to enhance the capacity of existing employees in organizations to perform their duties efficiently. Human resource development (HRD) practices apply to various types of organizations within the business sector that use HRD to initiate and manipulate exchanges that include knowledge sharing, skill development, information transfer, collaboration, feedback, or mentorship. HRD also guarantees a healthy balance between the desires of individual employees and those of the entire organization [1]. According to published studies [2], the foundation of human resource development is the enhancement of organizational performance through the work and skills of people. It seeks to enhance the accomplishment of the purposes and objectives of an organization. The main aim of HRD is to prepare employees to work in the current environment to the best of their abilities and to develop these abilities in preparation for upcoming challenges. Training and development programs create awareness to contribute to employee effectiveness, job performance, and overall organizational success among employees through the use of new technologies [3]. According to Ref. [4], one of the vital traits in the field of HRD is the focus on work-based training, or what may often be referred to as informal education techniques. To accomplish their objectives, organizations must improve the skills and capacities of their workforce by supporting individual training and creating settings where knowledge may be generated, shared, and used by a variety of stakeholders as well as by individual workers. According to Ref. [5], the relationship and impact of HRD practices on job satisfaction indicate that the HRD climate has a definite impact on job satisfaction, which in turn leads to increased organizational performance. They studied the impact of HRD on the job satisfaction of employees in selected public sector enterprises and subsequently studied the impact of HRD on employees and organizational performance. According to Ref. [6], there is a significant relationship between the HRD environment and job performance, and any positive change in the HRD environment will bring about positive changes in job performance. The HRD climate refers to the overall environment, culture, and practices within an organization that support and promote human resource development. HRD practices are the primary way organizations attempt to maintain the competency levels of their employees, thus increasing their performance levels. Ineffective HRD practices can result in various problems, such as a reduction in employees’ ability to develop and apply new skills, a decrease in staff productivity, an increase in employee turnover, and lower overall performance levels within organizations [7]. Problems relating to HRD result from HRD programs failing to address organizational and staff needs. When HRD initiatives are carried out effectively, they may boost productivity and save costs associated with personnel turnover, services, strikes, and losses. HRD plays a vital role in improving job performance and overall organizational effectiveness. Some studies have addressed current HRD practices as an HRM issue. For example, new-entry academic staff, especially those who receive training in SPSS, STATA, and SEM and who have skill gaps, will be more effective as a result of HRD practices. This means that they are better equipped with the necessary skills, knowledge, abilities, and competencies to perform their job tasks successfully and contribute to organizational effectiveness because the formal educational system does not adequately teach specific job skills for a position in a particular organization, so such employees will not have the requisite skills, knowledge, abilities, and competencies needed to perform a specific job. As a result, HRD activities are required to enhance their performance and to help them make substantive contributions to the organization’s growth. However, inefficient HRD practices can lead to many problems, such as reduced employee enthusiasm for learning and applying new skills, decreased employee productivity, low morale, and higher employee turnover rates [8]. One of the most prominent and well-respected jobs in the world is teaching.

Conclusions

The main objective of this study was to examine the effect of human resources development practices on employee performance and explore whether job satisfaction mediates the relationship between human resources development practices and employee performance. The study focused on academic staff at Mizan Tepi University as the sample population. The following conclusions have been drawn in light of the study’s objectives and findings:

Firstly, the analysis of demographic variables revealed that there were no significant mean differences between male and female respondents in terms of job satisfaction. However, gender affects employee performance. This suggests that gender diversity should be promoted in organizations, creating an inclusive environment and policies that eliminate gender-based discrimination.

Secondly, the results of the correlation analysis showed a positive and significant relationship between training and development, academic career development, teamwork, counseling, and job satisfaction. It implies that when the university effectively implements human development practices, such as rewarding employees, implementing succession planning, promoting academic career development, and fostering teamwork, there is a proportional improvement in employee performance. Furthermore, all the HRD practices showed significant and positive relationships with employee job satisfaction. This underscores the significance of focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling to enhance job satisfaction among academic staff at Mizan Tepi University.

Abstract

Recent developments in information and communication technology have blurred the line between the workplace and the home. This can have a negative influence on employees’ well-being and thus has gained increasing attention from academics and practitioners. In this study, we developed a research model based on the transactional perspective of stress and the challenge–hindrance stressor framework. We defined the two dimensions of work–family conflict as the perceptual stress resulting from a chronic challenge and hindrance technostressors, which ultimately affect employees’ satisfaction in both the work and family domains. We tested our model using a three-wave time-lagged survey study with data collected from 268 employees. Challenge and hindrance technostressors had different effects on these two main forms of work–family conflict (time-based and strain-based) but further induced negative effects on both job and family satisfaction. Overall, we make both scientific and practical contributions to the fields of work-related technology use and work–family conflict.

Introduction

Managing employee health and productivity is an essential aspect of modern organisational strategies. A study by Aviva (Wedgwood, 2022) showed that, nowadays, more employees were attracted to their current job for the work-life balance (41%) than the salary (36%). Other industry reports have shown that work–life conflicts are the main reason for job resignations (Joblist, 2021). Employees are currently experiencing increasing work–life conflict due to technology-induced stress (Li et al., 2021; Sarker et al., 2018). Previous studies have suggested that technology-related work stress often bleeds over into employees’ home domains with the potential to bring harm to both domains (Harris et al., 2021). Clearly understanding technology-related work–family conflict is therefore important, as a failure to intervene in the resulting stress can lead to major personal and family problems for employees (e.g., depression and divorce), which can cause productivity losses worth billions of dollars (Butts et al., 2015).

The term technostress has been coined for the stress-creating effects of technology use, in terms of the stressful experiences resulting from individuals’ inability to cope with information systems (IS) in a healthy manner (e.g., Ayyagari et al., 2011; Ragu-Nathan et al., 2008). Previous studies have investigated how technology use at the workplace induces technostress and blurs the boundary between work and family (Ayyagari et al., 2011; Butts et al., 2015). Among them, a significant number of studies examined episodic technostressors which are acute and result from transitory and periodic events (e.g., system breakdown) (Weinert et al., 2020). For example, technology-mediated interruption, which is considered as an episodic technostressor, is found to significantly hinder employees’ work and nonwork performance, by increasing errors in tasks and their execution time (Chen & Karahanna, 2018; Galluch et al., 2015). Similarly, Benlian (2020) investigated how daily and transient (i.e., episodic) technostressors trigger short-term work–family spillover and affect employees’ home lives. While, it is worth noting that, the chronic technostressors (e.g., “techno-overload” and “techno-invasion”) employees experience over the long-term can also significantly impact work–family conflict, as they result in ongoing resource depletion (Harris et al., 2021). In fact, studies have suggested that work–family conflict is associated more closely with chronic stressors because addressing such a source of stress requires a change in work or family life over a long period of time (Galluch et al., 2015). In addition, work–family conflict is often considered to be a type of role stress, which manifests in a prolonged response to chronic job-related stressors (e.g., work overload) (Ahuja et al., 2007; Grzywacz et al., 2006). Accordingly, as information systems (IS) researchers have mainly assumed that technostress is relatively static, investigations of how aggregated and retrospective technostress experiences contribute to employees’ work–family conflict and ultimately influence their performance in both domains are needed.

RESULTS AND ANALYSIS

Although our proposed model operates at the individual level, our data structure is nested, with 268 employees within 64 teams. Single-level analyses (e.g., ordinary regression) violate the assumption of observation independence when hierarchically clustered data are used and lead to downwardly biased standard errors (Preacher et al., 2010). Multilevel structural equation modelling (MSEM) can address our mediation hypotheses when the data are hierarchically organised (see Appendix C for a review; Preacher et al., 2010). As such, we followed Preacher et al. (2010) and conducted two-level path analyses using multilevel SEM with Mplus 7.4 (Muthén & Muthén, 1998). In this approach, we first conducted a psychometric assessment of the measurement model and then evaluated the hypothesised model. This approach ensured that the conclusions drawn from the hypothesised model were based on a set of measures with desirable psychometric properties (Hair et al., 2010). To avoid identifying any spurious cross-level moderation effects, we centered all of the predictors at the individual level (i.e., grand-mean centering) to reduce multicollinearity (Hofmann, 1997; Hofmann & Gavin, 1998). To confirm the robustness of our hypothesis testing, we also tested the conditional indirect effects using Monte Carlo bootstrap simulations in R (Preacher & Selig, 2012).

Abstract

     Following an embedded sequential explanatory mixed-method research design in which quantitative and qualitative data were merged, this paper examines teachers’ experiences of stress and job satisfaction and their relation to the DI practice. The quantitative study uses data from the National Educational Panel Study in Germany (N = 209 teachers), while the qualitative study analyses interview responses of 24 secondary school teachers. Findings reveal that teachers experience positive effects from implementing DI, but also perceive the practice as slightly stressful. Additionally, the paper discusses teachers’ DI training needs and the implications of the results, and calls for further research.

Introduction

     In their classroom, teachers around the world are confronted with a highly diverse student population that differs not only in performance and academic readiness, but also in their learning preferences, cultural backgrounds, language competence, learning styles, and motivation, as well as social, methodological, and self-regulatory competencies (Hardy et al., 2019; Jokinen et al., 2012). In order to maximize each student’s learning potential, policymakers, and researchers urge teachers to embrace student diversity and adapt their instruction to the diverse learning needs of the students in their classrooms (e.g., Unesco, 2017).

     One pedagogical approach that acknowledges the differences among learners and aims to respond effectively to students’ varying learning needs is “differentiated instruction” (DI). DI is an approach by which teachers aim to provide optimal learning for all by carefully aligning learning tasks and activities with students’ learning needs (Roy et al., 2013; Tomlinson, 2014, 2017). Research has documented the positive effects of DI across the educational settings in which it has been implemented, reporting positive effects of DI on student achievement as well as learning interest and self-confidence (Eysink et al., 2017; Johnsen, 2003; Mc Quarrie & Mc Rae, 2010).

Conclusion

     Previous studies on DI have mostly focused on the positive effects of DI towards students. On the other hand, effects on teachers have been somewhat ignored. To summarise, the findings from this study confirmed that teacher practice of DI is a “two-sided coin” when it comes to focusing on the effects on teachers. There are, without doubt, positive effects on teachers’ job satisfaction which arise from perceptions of achievement, for instance. However, there are negative effects resulting from teachers’ implementation of DI that mainly originate from lack of time, support and workload associated with DI produces. Therefore, future research would need to gain more insights into teachers’ working environments (e.g. resources) and other requirements (e.g. teacher training) to find out what is needed for high-quality implementation of DI without negative effects on teachers’ well-being (e.g. teachers stress level and job satisfaction). Improving conditions to more easily implement DI would make the “positive side” of DI more visible. If teachers are able to experience more positive feelings and attitudes towards DI, the implementation rate would probably increase.

Abstract

     This study utilizes a threshold model to examine the nonlinear relationship between working hours and job satisfaction, using the open-access data of the 2018 China Family Panel Studies. We address the endogeneity of working hours utilizing an instrumental variable-based two-stage residual inclusion approach. The threshold model shows that the effects are indeed different. Working more than 9 h reduces workers’ job satisfaction, and these reductions are even greater among those working more than 12 h. Heterogeneous analysis reveals that working long hours reduces the job satisfaction of female employees more than that of their male counterparts; the job satisfaction of unmarried individuals is unaffected by how long they work, whereas that of married workers declines when they work longer hours. Also, although the job satisfaction of wage-employed workers falls with an increase in the number of hours worked regardless of how long they work, that of self-employed workers falls only when they work more than 12 h. Poor physical health mediates the adverse effects of long working hours on job satisfaction. Finally, working long hours reduces individuals’ short-run hedonic well-being but does not affect their perceptions and feelings towards various facets of life in the long run.

Introduction

     According to the World Health Organization (WHO) and International Labor Organization (ILO), about 36.1% of the global workforce spends more than 48 h/week working (Messenger, 2018). In Europe, this number was 16% in 2015 (Eurofound, 2017). Overwork is endemic in many Asian countries (Yamashita, Bardo, & Liu, 2016). For example, Chinese Labor Law states that the statutory working time is 8 h/day, and the average working time is no more than 44 h/week. Some organizations, especially in the technology sector, expect employees to work from 9 am to 9 pm, six days per week (Dong, Wu, Ni, & Lu, 2021; ILO, 2018); there is a growing backlash against this draconian “996 working system”. In Japan, the term karoshi, referring to overwork-related death, reflects Japan’s culture that exalts overwork. Working long hours is a universal concern with far-reaching implications for society.

Conclusions and policy implications

     Working long hours is exalted in developed countries, and developing countries are embracing overwork too. The draconian “996” work regime in China exemplifies this phenomenon. However, there is a growing discontent towards working long hours, and it is rebuked by policymakers, media, and workers themselves, who are becoming dissatisfied with jobs requiring them to work long hours. This paper analyzes the nonlinear effects of working hours on job satisfaction using a threshold model. Considering that job satisfaction is endogenous, we employ the IV-based 2SRI model to address the endogeneity. This is the first paper to examine nonlinearities in the link between the number of hours worked and job satisfaction while endogenously determining the thresholds delineating the work durations associated with changes in job satisfaction.

     We find that how long people work indeed affects their job satisfaction. The nonlinear estimates derived from the threshold model confirm four specific thresholds for the number of hours worked/day signifying changes in job satisfaction: 8.571 for the singlethreshold model; 7.143 and 9.000 for the double-threshold model; and 12.000—in addition to the two threshold values for the double-threshold model—for the triple-threshold model. The findings of the threshold model confirm larger reductions in job satisfaction at higher thresholds of the number of hours worked. The effects of working hours on job satisfaction for males and females vary, as do the effects for married and unmarried individuals. Our results show lower job satisfaction from working long hours for males and married individuals but not for females and those who are unmarried. The type of employment people are engaged in also influences their job satisfaction differently—working long hours may lower the job satisfaction of wage-employed people more significantly than of those who are self-employed. Working long hours in both the agricultural and non-agricultural sectors significantly reduces job satisfaction once working hours reach the above thresholds. The mechanism analysis reveals that poor physical health mediates the adverse effects of working long hours on job satisfaction. Furthermore, working hours are negatively associated with people’s selfreported happiness.

Abstract

     Digital and Information and Communication Technologies (ICTs) and, consequently, remote working have increased since the start of the COVID-19 pandemic. However, workers’ economic–financial perception of remote working conditions, such as digital technology and its implementation, has scarcely been researched. Therefore, this study aims to investigate the economic–financial impacts of remote working on labourers. Using a mixed-methods sequential exploratory design, a sample of 976 workers is investigated. This study highlights that the majority of workers experience a negative economic–financial impact due to the additional costs incurred for digital technology and platforms and for utilities as well as the non-payment of overtime and meal vouchers, which are higher than the savings in commuting costs and out-of-pocket expenses. Furthermore, this research emphasizes that psychological–behavioural variables, specifically job satisfaction and technostress, are essential in the choice to continue working remotely after the COVID-19 pandemic. Finally, our results have important theoretical implications related to the existing literature both on the managerial issues connected to digital transformation, with interdisciplinary elements linked to psychological aspects, and on corporate finance topics associated to the economic–financial impacts of remote working.

Introduction

     Digital and information and communication technologies (ICTs) have been increasingly used as a consequence of the spread of the SARS-CoV-2 virus, which caused the COVID-19 pandemic. This pandemic caught the world by surprise, posing a serious threat to people’s life (e.g., Donthu and Gustafsson, 2020, Ghobadian et al., 2022, Khanra et al., 2021, Laato et al., 2020, Talwar et al., 2021). To mitigate the spread of COVID-19, most countries have implemented many measures (Anderson, Heesterbeek, Klinkenberg, & Hollingsworth, 2020) that have also had significant impacts on how and where employees work. In particular, businesses around the world, which have been badly affected by the COVID-19 pandemic, have taken various actions, many imposed by governments, to try to reduce contact between people (Hadjielias, Christofi, & Tarba, 2022). Among these actions, including governments’ encouragement to work from home, remote working (also termed teleworking and home working) has grown as a new mode of work (Wang, Liu, Qian, & Parker, 2021).

Conclusions

     The research focused on Italy as an interesting case study to understand the potential impact on the labour market of the financial implications for workers and the need to upgrade their technological skills to meet the challenge of digital transformation arising from such a structural change. Italy was one of the countries most affected by the COVID-19 pandemic, and at least 3 million workers (i.e., about 13% of the total workforce) started working remotely (Barbieri et al., 2022, Bonacini et al., 2021, Bonacini et al., 2021). Before the COVID-19 crisis, Italy was the European country with the lowest share of telework (Eurofound, 2017), and it faced a massive increase in this new form of work over a very short period of time, without precise legislation and adequate policies. Our findings, although based on Italian data, can be useful for policy makers in other industrialized countries to rethink production processes with a more intensive and stable use of remote work.

Abstract

     In this study, we focused on four work self-efficacy dimensions and their relationship with wellbeing during the COVID-19 pandemic. We adopted a person-centered approach and investigated whether individuals with different work self-efficacy profiles would have different wellbeing experiences at 6 and 12 months from the beginning of the pandemic. Data were collected in the UK across three waves (January 2020, October 2020 and January 2021) on a sample of 393 full-time employees. Results showed that being in two at-risk profiles significantly increases the likelihood of experiencing lower wellbeing during the pandemic. In particular, the probability of belonging to the Profile 3 “low self-efficacy but high empathic” significantly increased the risk of lower wellbeing in the shorter and longer timeframe. In addition, the probability of belonging to the Profile 2 “high assertive and task self-efficacy but low emotional” also significantly increased the risk of lower wellbeing in the longer timeframe.

Introduction

     The COVID-19 pandemic constitutes a major threat to physical and mental health (Huremović, 2019). Although it can be seen as an “acute extra-organizational stressor” (Kuntz, 2021, p. 188), it has prompted major changes in the workplace and increased experiences of anxiety and depression (Restubog et al., 2020). The lack of individuals’ choice in adopting these work practices means that individuals’ resources have been crucial for thriving in the “new normal”. We argue about the importance of individual sense of control and in particular of work self-efficacy (SE) in different areas of functioning (i.e. task, emotional and social). SE is an important personal resource (Heuven et al., 2006) which could make a difference to the impact of COVID-19 on psychological wellbeing (Zhou et al., 2021): “A resilient sense of efficacy is needed to overrule emotional and psychosocial subverters of self-regulative efforts” (Bandura et al., 2003, p. 770).

     SE refers to the individual’s beliefs about their “capabilities to organize and execute the courses of action required to produce given attainments” (Bandura, 1997, p. 3). It enables individuals to perform and learn at a designated level, but it also allows them to cope with challenges and stressors including natural disaster and traumatic events (Schönfeld et al., 2016). In a yearlong study, we adopted a person-centered approach (Magnusson & Torestad, 1993; Morin et al., 2018) to investigate whether individuals with different work SE profiles would have different wellbeing experiences at 6 and 12 months from the beginning of the pandemic.

Results

Preliminary analysis

      Table 1 shows the descriptive statistics and correlations of the study variables. SE dimensions were significantly correlated with each other and with the positive indicator of wellbeing at all waves. Emotional SE was also correlated with the negative indicator of wellbeing measured; task and assertive SE were correlated with T2 and T1 negative wellbeing; empathic SE was not correlated with negative wellbeing. Only emotional SE was correlated with depressive feelings at T3.

Abstract

1. Introduction

2. Literature review and hypothesis development

3. Method

4. Data analysis and results

5. Conclusion

Declarations

References

Abstract

     The COVID-19 pandemic has affected businesses worldwide, including the hotel industry in Taiwan. This study aims to explore the influence of the perceived threat of COVID-19 on job satisfaction. SPSS software was used for data analysis, and the PROCESS macro was used to test the mediation, moderation, and moderated mediation hypotheses. An online survey (n = 681) was conducted on hotels in Taiwan in 2021, and the results indicate that job stress activation has a mediating effect on employees’ job satisfaction and the hotels’ business performances. Moreover, organizational resilience has a moderating effect on job stress. This study contributes theoretically to a better understanding of the factors that determine the impact of traumatic events such as a pandemic on people’s mental health. This study suggests that interventions may be carried out to minimize the pandemic’s negative psychological consequences. The implications of this study are also applicable to hoteliers in other affected countries.

Introduction

     The COVID-19 pandemic has affected people worldwide. Besides its impact on people’s health, it has restricted people’s lives, from travel to sporting events and even education (Edelheim, 2020; Sandhu and Wolf, 2020). The restrictions on travel thus resulted in low hotel occupancy rates (Gössling et al., 2020; Jiang and Wen, 2020). The Asia-Pacific region saw a decrease of 82% in tourist arrivals in January to October 2020, the Middle East recorded a decline of 73%, while Africa saw a drop of 69% over this ten-month period (UNWTO, 2020).

     Job satisfaction refers to employees’ satisfaction with work-related factors, and is deemed “subjective happiness at work” (Choudhary and Saini, 2021). Job satisfaction has been the focus of management research, as it significantly affects employees’ job performance, as well as other managers’ performance indicators, such as customer satisfaction, perceived service quality, customer loyalty, and satisfaction (O’Donoghue and Tsui, 2015). The United Nations World Tourism Organization reported that the business downturn resulted from COVID-19 differs from those in the past; hence, governments and companies need to adopt different measures in response (UNWTO, 2020).

Conclusion

     This study explored the influence of the perceived threat of COVID-19 on job satisfaction. The survey results support all three hypotheses. The contributions and implications of this study are detailed.

Theoretical contributions

     This study examined the relationship between the perceived threat of COVID-19 and job satisfaction in the hotel industry, specifically considering the mediating role of job stress and the moderating role of organizational resilience. The results of this study support the first two proposed hypotheses, indicating that the perceived threat of COVID-19 is negatively correlated with job satisfaction (H1), and that job stress mediates the association between the perceived threat of COVID-19 and job satisfaction (H2). The results also show that organizational resilience moderates the relationship between the perceived threat of COVID-19 and job stress (H3).

    Prior studies show that COVID-19 has triggered various psychological phenomena such as moral harm, extreme anxiety, fear of disease, depression and acute stress (Gibson and Janikova, 2021; Phillips and Kucera, 2021; Lewis and Zauskova, 2021). The results of this study found that corporate employees’ perceived COVID-19 threat would indeed lead to an increase in work stress, which is the empirical contribution of this study to the psychological phenomenon of the epidemic affecting people. Furthermore, COVID-19 affects the work of corporate personnel insecurity, job instability and job satisfaction (Nemteanu and Dabija, 2021). The findings of this study also validate the relationship between job stress and job satisfaction. Those above are the substantial contributions of this research to the academic field.