ArticleBehavioral sciences (Basel, Switzerland)2024
Exploring the Impact of After-Hours Work Connectivity on Employee Performance: Insights from a Job Crafting Perspective.
Article in Behavioral sciences (Basel, Switzerland), 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
What it found
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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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Who cites it
2 citing papers in PubMed.
- The Impact of Work Connectivity Behavior on Employee Time Theft: The Role of Revenge Motive and Leader-Member Exchange.Behavioral sciences (Basel, Switzerland) · 2025Article
- Proactive Breakthrough or Passive Exhaustion? A Dual-Path Integrated Model Driven by Perceived Overqualification.Behavioral sciences (Basel, Switzerland) · 2025Article
Corrections and comments
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Authors and funding
3 authors.
Funding
Abstract
With the leapfrog development of information and communication technology and the intensification of external competition among enterprises, after-hours work connectivity through communication devices has become a new norm in the workplace. While it offers certain conveniences, the constant connectivity it entails also imposes significant pressure on employees. How to comprehensively understand and rationally treat after-hours work connectivity has become an issue that organizations need to pay great attention to. Based on conservation of resources theory, this study analyzed 407 questionnaires to explore the "double-edged sword" effect of after-hours work connectivity on employee performance and analyzed the moderating effect of the psychological contract. The results indicate the following: (1) Proactive pathway: after-hours work connectivity promotes employees' job crafting behaviors toward approach-oriented adjustments, thereby enhancing job performance. (2) Passive pathway: after-hours work connectivity encourages employees' job crafting behaviors toward avoidance-oriented adjustments, leading to decreased job performance. (3) The psychological contract positively moderates the relationship between after-hours work connectivity and approach-oriented job crafting and negatively moderates the relationship between after-hours work connectivity and avoidance-oriented job crafting, regulating both the positive and negative coping pathways. The research findings contribute to assisting organizations in adopting a dialectical perspective towards and effectively utilizing after-hours work connectivity. This aids in achieving a balance between organizational effectiveness and employee well-being, seeking a mutually beneficial work paradigm, and providing managerial recommendations to promote sustainable organizational development.
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Registered trials
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