Workspace and employee wellbeing: The role of territoriality, conflict and emotion

2013 ◽  
Author(s):  
Oluremi Remi Ayoko ◽  
Neal Ashkanasy ◽  
Karen A. Jehn
Keyword(s):  
Employee Wellbeing

scholarly journals A Review on the New Normal, Employee Wellbeing and the Role of HRM: A Tale of HR among the New Normal for the Employee Wellbeing

2021 ◽  
Vol 16 (8) ◽  
pp. 115
Author(s):  
Kiconco Yvonne ◽  
ShiMei Jiang
Keyword(s):  
Sudden Change ◽  
Well Being ◽  
Limited Resources ◽  
New Normal ◽  
Health And Wellbeing ◽  
Work From Home ◽  
Employee Wellbeing ◽  
Long Time ◽  
Work Done

The sudden change in scenarios due to the COVID-19 pandemic has not only affected people’s financial situations but also their health and wellbeing. Psychological, physical discomfort along with on and off work schedules have led to stress for both the employer and employee. Gearing pressure of competition to survive in the dying economy has led to a path for the ‘New Normal’ where the current situation has been accepted as Normal with new adaptations. Employees, risking their lives and leaving the so-called comfort of their homes have had to step out to join the office while others have turned their homes into offices so as to work from home. They are at high risk of infection and stressed with the changed working scenario. The most challenging phase for the employers is the well-being of their employees for the continuous and timely work progress. The Role of HR has become the most crucial factor during this pandemic. Dealing with the employees and getting the work done with the limited resources in the crisis is the most challenging task. The present paper studies the three terms- 'New Normal', 'Employee Wellbeing' and 'Role of HR' within linked perspective and provides insight based on the various researches done in this field. It has been found that employee well-being is a well-talked topic and it has been a great concern for all the HR executives for a long time. Well- being of the employee ensures mutual gain for the employee and the organization both.

Turnover intention and resistance to change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Resistance To Change ◽  
Content Type ◽  
Mediating Role ◽  
Employee Wellbeing ◽  
Positive Work Environment

Purpose The purpose of this study is to examine the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support. Design/methodology/approach Data was gathered from the responses of 410 managers employed in private organizations from the Delhi NCR region of India to a questionnaire survey. Findings The results show that resistance to change is positively related to turnover intentions and this relationship is explained by burnout. Perceived organizational support acts as a moderator and when it is high the strength of this relationship will be reduced. Practical implications Therefore for organizations to reduce staff turnover managers should identify increased levels of resistance and strengthen perceived organizational support through development of a positive work environment alongside policies and practices which support employee wellbeing. Originality/value This paper has an original approach by considering burnout as an intervening variable in the relationship between resistance to change and turnover intentions and examining perceived organizational support as a moderating factor.

Can leader humility enhance employee wellbeing? The mediating role of employee humility

2019 ◽  
Vol 41 (1) ◽  
pp. 19-36 ◽  
Author(s):  
Jie Zhong ◽  
Li Zhang ◽  
Ping Li ◽  
Duo Zhen Zhang
Keyword(s):  
Social Information Processing ◽  
Well Being ◽  
Leader Effectiveness ◽  
Content Type ◽  
Mediating Role ◽  
Employee Job Satisfaction ◽  
Moderated Mediation Model ◽  
Employee Wellbeing ◽  
Leader Humility

Purpose The purpose of this paper is to explore the relationship between leader humility and employee well-being. Based on social information processing (SIP) theory and previous literature concerning leader humility, this paper identifies employee humility as the mediator and suggests that perceived leader effectiveness moderates these relationships. Design/methodology/approach This study employed a survey involving 228 employees to test the hypothesized moderated-mediation model. Findings Leader humility is positively related to employee well-being. Employee humility mediates leader humility and employee well-being, except for emotional exhaustion. Moreover, the effect of leader humility on employee humility and the indirect effect of leader humility on employee job satisfaction and work engagement are stronger under high perceptions of leader effectiveness. Originality/value Based on the framework of SIP theory, this paper contributes to the literature on humble leadership and employee well-being by treating employee humility as the mechanism and perceived leader effectiveness as the moderator. Few previous studies have investigated the influence of leader humility on employee well-being.

scholarly journals Disentangling Between-Person and Reciprocal Within-Person Relations Among Perceived Leadership and Employee Wellbeing

2022 ◽  
Author(s):  
Cort Rudolph ◽  
Kimberly Breevart ◽  
Hannes Zacher
Keyword(s):  
Emotional Engagement ◽  
Leadership Perceptions ◽  
Empowering Leadership ◽  
Stress Theory ◽  
Employee Wellbeing ◽  
Panel Model ◽  
Perceived Leadership ◽  
Level Of Analysis ◽  
Over Time

Based on transactional stress theory and theoretical propositions regarding affective perceptions and reactions, we develop and test a model of reciprocal within-person relations between perceptions of directive and empowering leadership and employee emotional engagement and fatigue. A sample of n = 1,610 employees participated in a study with a three-wave fully crossed and lagged panel design across 6 months. We used a random intercepts cross-lagged panel model (RI-CLPM) to separate within- from between-person sources of variance in leadership perceptions and employee wellbeing. Consistent with previous research, at the between-person level of analysis, we found that directive leadership was positively related to both engagement and fatigue, whereas empowering leadership was positively related to engagement and negatively related to fatigue. Interestingly, at the within-person level, we found that some of these relations occur reciprocally, in that directive leadership predicts engagement and, simultaneously, engagement positively predicts perceptions of both directive and empowering leadership. These findings challenge existing assumptions about the directionality of the association between perceived leadership and employee wellbeing and contribute to an enhanced understanding of the role of employee wellbeing for the development of leadership perceptions over time.

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