TY - JOUR
T1 - Work from anywhere and employee psychological well-being
T2 - moderating role of HR leadership support
AU - Chaudhuri, Ranjan
AU - Chatterjee, Sheshadri
AU - Vrontis, Demetris
AU - Alessio, Ishizaka
N1 - Funding Information:
However, this work style has modified the HR practices necessary for the growth of firms' businesses (). Organizations with such changed working practices need to restructure their hierarchy and reformulate and rearticulate their HR policies and strategies to enhance their responsiveness and adaptability in this dynamic environment (; ; ; ). This concept is supported by dynamic capability view (DCV) theory ().
Publisher Copyright:
© 2022, Emerald Publishing Limited.
PY - 2022
Y1 - 2022
N2 - Purpose: This study examines the relationship between the flexibility of working from anywhere and employees' psychological well-being (PWB) and safety. This study also investigates the moderating role of human resource (HR) leadership teams on HR policy (HRP), firm infrastructure (FRI) and remote work flexibility. Design/methodology/approach: With the help of the literature review and flexible firm theory (FFT) and dynamic capability view (DCV) theory, a model has been developed conceptually. Later, the conceptual model is validated using partial least squares – structural equation modelling technique considering 471 useable respondents from different Asian and European firms to understand cross-country implications. This research study uses convenience and purposeful sampling techniques. Findings: This study shows that there is a significant and positive moderating role of HR leadership support (HLS) towards developing flexible HRP and appropriate FRI to enable employees to work from anywhere. The results also indicate that there is a significant and positive impact of work from anywhere flexibility (WAF) and employee PWB and psychological safety (PSS), which in turn positively and significantly impact employee satisfaction (EMS) resulting in better firm performance (FP). Research limitations/implications: This study provides valuable input to HR management teams for developing effective HR policies to enable a work from anywhere option. The study also provides food for thought to practitioners, researchers and academicians regarding the need for more research on the relationship between work flexibility, PWB and FP. Finally, this study develops a unique model which could be used by any firm towards framing an effective HRP enabling WAF. Originality/value: This research adds value to the overall body of knowledge of HR management. There is no study which investigated the impact of WAF on employee PWB and PSS. Thus, this study is considered a unique study. Moreover, the proposed model in this research study is also a unique model with explanative power of 71%.
AB - Purpose: This study examines the relationship between the flexibility of working from anywhere and employees' psychological well-being (PWB) and safety. This study also investigates the moderating role of human resource (HR) leadership teams on HR policy (HRP), firm infrastructure (FRI) and remote work flexibility. Design/methodology/approach: With the help of the literature review and flexible firm theory (FFT) and dynamic capability view (DCV) theory, a model has been developed conceptually. Later, the conceptual model is validated using partial least squares – structural equation modelling technique considering 471 useable respondents from different Asian and European firms to understand cross-country implications. This research study uses convenience and purposeful sampling techniques. Findings: This study shows that there is a significant and positive moderating role of HR leadership support (HLS) towards developing flexible HRP and appropriate FRI to enable employees to work from anywhere. The results also indicate that there is a significant and positive impact of work from anywhere flexibility (WAF) and employee PWB and psychological safety (PSS), which in turn positively and significantly impact employee satisfaction (EMS) resulting in better firm performance (FP). Research limitations/implications: This study provides valuable input to HR management teams for developing effective HR policies to enable a work from anywhere option. The study also provides food for thought to practitioners, researchers and academicians regarding the need for more research on the relationship between work flexibility, PWB and FP. Finally, this study develops a unique model which could be used by any firm towards framing an effective HRP enabling WAF. Originality/value: This research adds value to the overall body of knowledge of HR management. There is no study which investigated the impact of WAF on employee PWB and PSS. Thus, this study is considered a unique study. Moreover, the proposed model in this research study is also a unique model with explanative power of 71%.
KW - Employee satisfaction
KW - HR leadership
KW - HR policy
KW - Psychological safety
KW - Psychological well-being
KW - Work from anywhere flexibility
UR - http://www.scopus.com/inward/record.url?scp=85135411016&partnerID=8YFLogxK
U2 - 10.1108/PR-02-2022-0086
DO - 10.1108/PR-02-2022-0086
M3 - Article
AN - SCOPUS:85135411016
SN - 0048-3486
JO - Personnel Review
JF - Personnel Review
ER -