Flexible work arrangement and work-related outcomes during the Covid-19 pandemic: Evidence from local governments in Indonesia
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Author(s)Sinto SunaryoLink to ORCID Index: https://orcid.org/0000-0002-1360-0238
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Hunik Sri Runing Sawitri
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Joko SuyonoLink to ORCID Index: https://orcid.org/0000-0002-0638-7985
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Lilik WahyudiLink to ORCID Index: https://orcid.org/0000-0002-7365-1432
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SarwotoLink 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
- 551 Views
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144 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
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.
- Keywords
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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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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).2021.10
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 118-131 Views: 1886 Downloads: 1147 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 
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Mohammed Jabbar Hadi ,
Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 1843 Downloads: 853 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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Impact of job satisfaction on training motivation
Waed Ensour ,
Dia Zeglat ,
Fayiz Shrafat
doi: http://dx.doi.org/10.21511/ppm.16(3).2018.27
Problems and Perspectives in Management Volume 16, 2018 Issue #3 pp. 337-355 Views: 1528 Downloads: 239 TO CITE АНОТАЦІЯThis study aims to introduce new insights regarding factors influencing employees’ level of training motivation through investigating the impact of job satisfaction dimensions (pay, fringe benefits, contingent rewards, promotion, supervision, co-workers, operating conditions, nature of work and communication) on training motivation.
Data were collected from 342 participants from six Jordanian ministries. The multiple regression technique was utilized to examine the predictive power of job satisfaction dimensions on training motivation. At the next stage, three sequential MR analysis rounds were conducted, each time using a different construct of training motivation (valence, instrumentality and expectancy) as a dependent variable.
The results indicate that the dimensions of job satisfaction explain a low but significant variance of the overall training motivation model. Furthermore, it was found that only three dimensions of job satisfaction (nature of work, supervision and co-workers) respectively had a positive and significant impact on training motivation, while contingent rewards had a significant but negative impact.
Regarding training motivation constructs, results indicate that the nature of work and supervision were the elements that have an impact on all constructs of training motivation. Finally, it was found that co-workers and contingent rewards had a significant impact on the training motivation constructs of expectancy (confidence in ability to learn) and valence (the perceived value of training outcomes), but no impact on instrumentality (rewards associated with learning).
