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In March 2020, the world was hit by the coronavirus disease (COVID‐19) pandemic which led to all‐embracing measures to contain its spread. Most employees were forced to work from home and take care of their children because schools and daycares were closed. We present data from a research project in a large multinational organisation in the Netherlands with monthly quantitative measurements from January to May 2020 (N = 253–516), enriched with qualitative data from participants' comments before and after telework had started. Growth curve modelling showed major changes in employees' work‐related well‐being reflected in decreasing work engagement and increasing job satisfaction. For work‐non‐work balance, workload and autonomy, cubic trends over time were found, reflecting initial declines during crisis onset (March/April) and recovery in May. Participants' additional remarks exemplify that employees struggled with fulfilling different roles simultaneously, developing new routines and managing boundaries between life domains. Moderation analyses demonstrated that demographic variables shaped time trends. The diverging trends in well‐being indicators raise intriguing questions and show that close monitoring and fine‐grained analyses are needed to arrive at a better understanding of the impact of the crisis across time and among different groups of employees.
Guzzo et al. (Reference Guzzo, Schneider and Nalbantian2022) argue that open science practices may marginalize inductive and abductive research and preclude leveraging big data for scientific research. We share their assessment that the hypothetico-deductive paradigm has limitations (see also Staw, Reference Staw2016) and that big data provide grand opportunities (see also Oswald et al., Reference Oswald, Behrend, Putka and Sinar2020). However, we arrive at very different conclusions. Rather than opposing open science practices that build on a hypothetico-deductive paradigm, we should take initiative to do open science in a way compatible with the very nature of our discipline, namely by incorporating ambiguity and inductive decision-making. In this commentary, we (a) argue that inductive elements are necessary for research in naturalistic field settings across different stages of the research process, (b) discuss some misconceptions of open science practices that hide or discourage inductive elements, and (c) propose that field researchers can take ownership of open science in a way that embraces ambiguity and induction. We use an example research study to illustrate our points.
Unlimited paid time off policies are currently fashionable and widely discussed by HR professionals around the globe. While on the one hand, paid time off is considered a key benefit by employees and unlimited paid time off policies (UPTO) are seen as a major perk which may help in recruiting and retaining talented employees, on the other hand, early adopters reported that employees took less time off than previously, presumably leading to higher burnout rates. In this conceptual review, we discuss the theoretical and empirical evidence regarding the potential effects of UPTO on leave utilization, well-being and performance outcomes. We start out by defining UPTO and placing it in a historical and international perspective. Next, we discuss the key role of leave utilization in translating UPTO into concrete actions. The core of our article constitutes the description of the effects of UPTO and the two pathways through which these effects are assumed to unfold: autonomy need satisfaction and detrimental social processes. We moreover discuss the boundary conditions which facilitate or inhibit the successful utilization of UPTO on individual, team, and organizational level. In reviewing the literature from different fields and integrating existing theories, we arrive at a conceptual model and five propositions, which can guide future research on UPTO. We conclude with a discussion of the theoretical and societal implications of UPTO.