| Autor: |
Juha Eskelinen, Salla Ahola, Markku Kuula, Sanna Nuutinen |
| Rok vydání: |
2021 |
| Předmět: |
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| Zdroj: |
Journal of Organizational Effectiveness: People and Performance. 9:233-252 |
| ISSN: |
2051-6614 |
| Popis: |
PurposeThis study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion).Design/methodology/approachThe data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling.FindingsStudy 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion.Practical implicationsThe study's findings point to the importance of developing interventions that decrease emotional exhaustion.Originality/valueThis is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology. |
| Databáze: |
OpenAIRE |
| Externí odkaz: |
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