ArticleScientific reports2024
The impact mechanism of telework on job performance: a cross-level moderation model of digital leadership.
Article in Scientific reports, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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1 citing paper in PubMed.
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3 authors.
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Abstract
Traditional enterprise management believes that telecommuting activities are out of the enterprise's control, which may reduce staff performance. We use the extension of job demand-resource theory and work embeddedness theory to develop and test the intermediary mechanism of embedded in and out of work in telework. Moreover, it judges the mediating effect of job embeddedness on telecommuting → job performance. With the help of family conflict theory, we have revealed the possible performance changes in telework and the impact of family on telework. We predict embedding outside of work may reduce job performance. However, this worry will not happen under the adjustment of digital leadership and job insecurity. We collected survey data from 36 enterprise teams and 328 members. We have confirmed that work performance will not be reduced by telecommuting. Digital leadership magnifies the embedding of telecommuting resources into employees' work to a certain extent and inhibits the embedding problem outside work caused by telecommuting requirements. The telecommuting requirement may become a positive factor for employees staying home and avoiding workplace conflicts. We confirmed the inhibitory effect of job embeddedness on turnover rate and expanded the antecedent model of job embeddedness theory.
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