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Striking the Balance: How Workplace Flexibility Enhances Engagement and Performance of Employees working in Public and Private settings
16 references·0 citing·60 second hopsampled
Striking the Balance: How Workplace Flexibility Enhances Engagement and Performance of Employees working in Public and Private settings (2024)Striking the Balance: How Workplace Flexi…Work from Home: Measuring Satisfaction between Work–Life Balance and Work Stress during the COVID-19 Pandemic in Indonesia (2021)Work from Home: Measuring Sat…Work From Home During the COVID-19 Outbreak (2021)Work From Home During the COV…How do green HRM practices affect employees’ green behaviors? The role of employee engagement and personality attributes (2021)How do green HRM practices af…Work‐from‐anywhere : The productivity effects of geographic flexibility (2020)Work‐from‐anywhere : The prod…Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management (2020)Work Flexibility, Job Satisfa…Employee engagement practices during COVID‐19 lockdown (2020)Employee engagement practices…Antecedents and consequences of employee engagement revisited (2019)Antecedents and consequences …An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model (2019)An integrative literature rev…Flexibility in the gig economy: managing time on three online piecework platforms (2018)Flexibility in the gig econom…Factors affecting employee performance: an empirical approach (2018)Factors affecting employee pe…Work–Life Flexibility for Whom? Occupational Status and Work–Life Inequality in Upper, Middle, and Lower Level Jobs (2017)Work–Life Flexibility for Who…Preference for the Workplace, Investment in Human Capital, and Gender* (2017)Preference for the Workplace,…Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2016)Mapping the relationships bet…Work–Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility (2012)Work–Family Conflict and Flex…7 Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives (2009)7 Redesigning Work Design The…PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)PSYCHOLOGICAL CONDITIONS OF P…Sources of Conflict between Work and Family Roles (1985)Ego depletion: Is the active self a limited resource? 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(2007)Between a rock and a hard place: Freedom, flexibility, precarity and vulnerability in the gig economy in Africa (2020)Dependence and precarity in the platform economy (2020)Algorithms as work designers: How algorithmic management influences the design of jobs (2021)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)A Handbook of Human Resource Management Practice (1999)Proactive Behavior in Organizations (2000)Employee psychological well-being and job performance: exploring mediating and moderating mechanisms (2020)Impact of COVID-19 outbreak on employee performance – Moderating role of industry 4.0 base technologies (2021)Impact of Employees' Workplace Environment on Employees' Performance: A Multi-Mediation Model (2022)The job demands-resources model of burnout. (2001)The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. (2001)The Job Demands‐Resources model: state of the art (2007)Meaningful Work, Job Resources, and Employee Engagement (2021)Organisational learning, learning organisation, and learning orientation: An integrative review and framework (2021)The Impact of Transformational Leadership on Affective Organizational Commitment and Job Performance: The Mediating Role of Employee Engagement (2022)SOME THOUGHTS ON THE DISTRIBUTION OF EARNINGS 1 (1951)The Costs and Returns of Human Migration (1962)Methodological fit in management field research (2007)Smart Working: Work Flexibility Without Constraints (2020)Post-Pandemic Office Work: Perceived Challenges and Opportunities for a Sustainable Work Environment (2021)International business in the digital age: Global strategies in a world of national institutions (2023)Linking Competitive Strategies with Human Resource Management Practices (1987)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)The job satisfaction-job performance relationship: A qualitative and quantitative review. (2001)Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach (2021)The impact of artificial intelligence (AI) on employees’ skills and well-being in global labor markets: A systematic review (2023)Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees (2023)Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study (2004)POSITIVE PSYCHOLOGICAL CAPITAL: MEASUREMENT AND RELATIONSHIP WITH PERFORMANCE AND SATISFACTION (2007)Job demands–resources theory: Taking stock and looking forward. (2016)Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? 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References

  • 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.10,957 cited
  • 20097 Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives1,433 cited
  • 2012Work–Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility1,038 cited
  • 2021Work From Home During the COVID-19 Outbreak826 cited
  • 2020Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management745 cited
  • 2020Work‐from‐anywhere : The productivity effects of geographic flexibility626 cited
  • 2018Factors affecting employee performance: an empirical approach591 cited
  • 2017Preference for the Workplace, Investment in Human Capital, and Gender*565 cited
  • 2018Flexibility in the gig economy: managing time on three online piecework platforms549 cited
  • 2019An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model531 cited
  • 2019Antecedents and consequences of employee engagement revisited483 cited
  • 2017Work–Life Flexibility for Whom? Occupational Status and Work–Life Inequality in Upper, Middle, and Lower Level Jobs413 cited
  • 2020Employee engagement practices during COVID‐19 lockdown401 cited
  • 2016Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China

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398 cited
  • 2021Work from Home: Measuring Satisfaction between Work–Life Balance and Work Stress during the COVID-19 Pandemic in Indonesia398 cited
  • 2021How do green HRM practices affect employees’ green behaviors? The role of employee engagement and personality attributes390 cited
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