Enjoying New Ways to Work: An HRM-Process Approach to Study Flow
This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home‐based teleworking, and creating trust relationships) and work‐related flow as experienced by employees (absorption, work enjoyment, and intrinsic work...
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| Published in | Human resource management Vol. 53; no. 2; pp. 271 - 290 |
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| Main Authors | , , , , |
| Format | Journal Article |
| Language | English |
| Published |
Hoboken
Wiley Subscription Services, Inc., A Wiley Company
01.03.2014
Wiley Periodicals Inc |
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| Online Access | Get full text |
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| Abstract | This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home‐based teleworking, and creating trust relationships) and work‐related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM‐process model and the job demands‐resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work‐related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home‐based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research. © 2014 Wiley Periodicals, Inc. |
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| AbstractList | This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home-based teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM-process model and the job demands-resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work-related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home-based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research. [PUBLICATION ABSTRACT] This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home‐based teleworking, and creating trust relationships) and work‐related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM‐process model and the job demands‐resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work‐related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home‐based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research. © 2014 Wiley Periodicals, Inc. |
| Author | Bruijn, Thomas de Van der Heijden, Beatrice I. J. M. Bakker, Arnold B. Poutsma, Erik Peters, Pascale |
| Author_xml | – sequence: 1 givenname: Pascale surname: Peters fullname: Peters, Pascale email: p.peters@fm.ru.nl organization: Institute for Management Research, Nijmegen School of Management, Radboud University Nijmegen, the Netherlands – sequence: 2 givenname: Erik surname: Poutsma fullname: Poutsma, Erik organization: Institute for Management Research, Nijmegen School of Management, Radboud University Nijmegen, the Netherlands – sequence: 3 givenname: Beatrice I. J. M. surname: Van der Heijden fullname: Van der Heijden, Beatrice I. J. M. organization: Institute for Management Research, Nijmegen School of Management, Radboud University Nijmegen, the Netherlands; Open Universiteit, the Netherlands; and the University of Twente, the Netherlands – sequence: 4 givenname: Arnold B. surname: Bakker fullname: Bakker, Arnold B. organization: Department of Work & Organizational Psychology, Erasmus University Rotterdam, the Netherlands, and the Department of Sociology and Social Policy, Lingnan University, Hong Kong – sequence: 5 givenname: Thomas de surname: Bruijn fullname: Bruijn, Thomas de organization: Capgemini Consulting |
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| SubjectTerms | Employee empowerment Employees Empowerment HRM-process model Human resource management multiactor multilevel data New Ways to Work Organizational change Studies Telecommuting Trust work-related flow Working conditions |
| Title | Enjoying New Ways to Work: An HRM-Process Approach to Study Flow |
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