Presenteeism, the act of attending work while sick, has gained significant research attention. However, the motivations driving this behaviour remain underexplored. This study seeks to contribute to ...this area by developing and validating a measurement tool that captures two distinct motivations for presenteeism: voluntary, stemming from personal choice, and involuntary, resulting from external pressures. Across four studies involving 1021 respondents from both the general working population and contexts known for high levels of presenteeism, the reliability and validity of an 8‐item presenteeism motivation scale were established. Studies 1 and 2 confirmed the scale's two‐factor structure and reliability. Study 3 further demonstrated its convergent, concurrent, and discriminant validity, as well as its ability to detect anticipated sex differences in presenteeism tendencies. Study 4 provided evidence towards criterion related validity, showing differential effects on employee well‐being over time. Voluntarily presenteeism was associated with higher levels of work engagement and lower burnout rates, while involuntary presenteeism exhibited the opposite pattern. Additionally, the scale demonstrated measurement invariance across different working populations. The theoretical and managerial implications of these findings are discussed.
Performance management is an ongoing process that intends to facilitate employee performance. There are concerns that this may lead to negative employee experiences. In education, an effectively ...operating performance management process is crucial, considering the challenging and demanding nature of the teaching profession. Drawing on social exchange theory and the job demands-resources model, we propose that when teachers perceive performance management as a process that adheres to the principles of a so-called strong HRM system (i.e. one that communicates distinctively, consistently and reaches high levels of consensus), they will feel more appreciated, valued and energized, as signaled by higher levels of affective organizational commitment and less exhaustion. We hypothesize that, in turn, these outcomes improve teacher performance. We collected data from 458 Flemish teachers and matched these with performance ratings provided by school principals. The results show that the perceived strength of a performance management process relates negatively to teacher exhaustion while relating positively to their performance. Moreover, the relationship between perceived performance management process strength and teacher performance appeared to be indirect, operating primarily through affective organizational commitment. We discuss several theoretical and practical implications.
This study contributes to the growing literature on the intersection between human resource management and corporate sustainability (CS) and, in particular, on sustainable human resource management ...(interpreted here as HRM practices informed by the CS principles, thus aiming at economic, social, environmental and human sustainability simultaneously). In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are involved in sustainable HRM perceive their job to become more meaningful as it has a broader scope which goes beyond the solely focus on economic performance, and that leads then to higher job satisfaction and lower turnover intention. The study, which is based on 176 questionnaires collected through a cross-country survey, has been developed in partnership between the authors and a leading European association of HR managers and professionals. Our findings, which in general extend the knowledge on the employees' perception of CS—employee attitudes relationships, represent a data-driven argument for a more active role of HRM in developing Sustainable HRM.
Employees' expected contributions can be incongruent with those of their leader. We examine the congruence effect of leaders' and employees' expected contributions on job satisfaction. Results of ...cross-level polynomial regressions on 947 employees and 224 leaders support the congruence effect. When expected contributions are congruent, employees are more satisfied with their job. Our findings suggest that employees enjoy high challenges, as long as these challenges are in harmony with the expected contributions of their leaders. Employees are less satisfied with their jobs both when their expected contributions were higher than their leaders' and when their expected contributions were lower than those of their leaders. Beyond the relevance of having high expected contributions, the findings highlight the crucial role played by the congruence of expected contributions of leaders and employees.
We focus on the implications of flexibility i-deals, that is, individually negotiated employment conditions regarding when, where and/or how to work, for i-dealers’ coworkers. Drawing on social ...comparison theory, we examine how coworkers’ attributions regarding the basis for flexibility i-deals (i.e., needs or performance) and perceptions of procedural fairness concerning the allocation of flexibility i-deals predict the display of organizational citizenship behavior (OCB) via feelings of competence. The results, based on two independent and complementary studies (n
1
=260; n
2
=211), are consistent with our hypothesized moderated-mediation model. Whereas need attributions are positively related to competence feelings and subsequent OCB, performance attributions are negatively related to these variables. The effects are more pronounced at high than at low levels of procedural fairness. This suggests that fair procedures do not always benefit coworker reactions as they can enlarge the negative impact of performance attributions on feelings of competence and subsequent OCB. Furthermore, we provide evidence for the explanatory mechanisms by revealing that the attribution (needs vs. performance) drives opposing social comparisons (downward vs. upward, respectively) and that procedural fairness can increase coworkers’ felt personal accountability for these comparisons, thereby triggering a matching emotional response. Our results show that flexibility i-deals can have a bright side, but also a dark side, depending upon the basis and fairness of the allocation. As such, they enrich the academic conversation about the effectiveness of flexibility i-deals and guide practitioners.
Aim
To examine how home nurses' turnover intentions are affected by the quality and frequency of supervisory feedback and by their own self‐efficacy.
Background
Little is known about effective ...retention strategies for the growing home healthcare sector that struggles to retain an adequate workforce. While the work environment and supervisors have been found to play a key‐role in nurses' turnover intentions, home nurses mostly work autonomously and apart from their supervisors. These circumstances require a customized approach and need to be understood to ensure high‐quality home health care.
Design
We used a correlational, cross‐sectional survey design.
Method
A convenience sample of 312 home nurses was selected from a division of a large home health care organization in Flanders, Belgium. Data were collected in 2013 using structured questionnaires and analysed using descriptive statistics, structural equation modelling and relative weight analysis.
Results
The quality of feedback was related to lower levels of turnover intentions. This relationship was fully mediated by home nurses' self‐efficacy. Frequent favourable feedback was directly related to lower turnover intentions while the relationship between frequent unfavourable feedback and turnover intentions was conditional on home nurses' level of self‐efficacy.
Conclusion
This study contributes to our understanding of home nurses' turnover intentions and the role of informal supervisory feedback and home nurses' self‐efficacy.
Performance management systems are used to increase employees' performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance ...management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers' AMO to implement performance management systems was positively related to employees' satisfaction with the system. These relationships were mediated by employees' perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.
Public sector challenges translate in more complex job demands that require individual innovation. In order to deal with these demands, many public organizations have implemented employee performance ...management. In a multilevel study, we examine when employee performance management affects individual innovation. We contribute by focusing on consistent employee performance management and Leader-Member Exchange (LMX). Based on goal-setting theory, we first argue that employee performance management fosters individual innovation when it entails consistent subpractices. Subsequently, LMX is theorized to function as a moderator in this linkage. We use multilevel data from 68 elderly homes and 1095 caregivers in Flanders to test our hypotheses. The study reveals that individual innovation is related to consistent employee performance management, and that LMX functions as a moderator in this relationship. Our findings contribute to scholars' understanding of effects from employee performance management in public organizations.
In search of maximizing efficiency, public organizations found solace in the adoption of employee performance management (EPM) systems. While research supports that managing employees' performance ...has favourable outcomes, it is still unclear why and under which conditions. Moreover, EPM systems might even create additional pressures and therefore increase turnover intentions and undermine public organization's quest to maximize efficiency. We argue that when EPM systems are carried out consistently (i.e. internal consistency) and when they link civil servants' individual goals to the organization's strategic goals (i.e. vertical alignment), civil servants will be less likely to leave the organization. Hierarchical linear regression analysis shows that internal consistency relates to increased satisfaction with the EPM system and affective commitment to the organization. Vertical alignment relates to lower levels of turnover intentions. This relationship was mediated by EPM system satisfaction and affective commitment. These findings that contribute to our understanding of EPM systems can lead to favourable outcomes.
PDF
