Managing employees’ performance in Indian public sector undertakings during COVID-19 pandemic-induced blended working

Abstract

Purpose Acknowledging the significance of perceived organizational support (POS) for employees’ performance, this study aims to examine the underlying mechanism of task performance in a COVID-19 pandemic-induced blended working (TPBW) environment and the role of perceived usefulness of digitalization (PUDBW) in the process. Design/methodology/approach Survey data collected from 204 managers of Indian public sector undertakings pursuing blended working for the first time were analyzed using structural equation modelling. A qualitative study on 31 such managers was also performed. Findings Although employees perceived an improvement in POS, PUDBW and TPBW (during the COVID pandemic) in comparison to the pre-COVID time when traditional work design was operational, yet the improvement in task performance was not directly influenced by POS. POS had a positive effect on PUDBW, which in turn positively affected TPBW. PUD acted as a mediator. A negative moderation effect of POS on the relationship between PUDBW and TPBW was found. Practical implications Findings of the study may help organizations and policymakers to focus on key enablers, such as organizational support and relevant digital initiatives, for ensuring better task performance by their employees during a blended working environment, even in difficult times as the COVID-19 pandemic. Originality/value This study, for the first time, examined the proposed relationships in a new work setting of blended working and explained the underlying mediation and moderation mechanisms in their relationships.

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