How Do Perceived Employee Assistance Programmes Influence Proactive Behaviour and Job Performance? A Moderated Sequential Mediation Model

Patterns of Service Use in Two Types of Managed Behavioral Health Care Plans

In order to study whether employee assistance programs have a significant impact on job performance, whether psychological contract and perceived organizational support play a mediating role in job performance, and thus provide practical operational strategies for relevant enterprises to propose human resource management suggestions to promote job performance, the implementation of employee assistance programs has been the subject of practical research. The findings indicate that addressing issues related to high turnover, job burnout, and absences cannot be separated from the importance of the psychological contract, perceived organizational support, and employee performance in organizational change. By applying structural equation modeling (SEM) to the data from front-line employees of several units in China, this research tested the relationships among employee assistance programs, psychological contracts, perceived organizational support, and job performance using SPSS and AMOS. The results indicate that employee assistance programs positively affect job performance; psychological contracts and perceived organizational support play a mediating role between employee assistance programs and employee job performance (JOP). Our research suggests that an employee assistance program can optimize frontline employee assistance work, build a mechanism to stimulate frontline employees' psychological contracts, and create an organizational environment full of perceived organizational support. This study innovatively uses the structural equation model for quantitative research. In addition, most previous studies on EPA were based on a single variable, psychological contract, and POS were used as the main intermediary variables to explore the mechanism of their impact on job performance so as to enhance the explanatory power of employee job performance. Doi: 10.28991/ESJ-2024-08-05-018 Full Text: PDF

This study examines how leadership and role ambiguity can affect job performance mediated by proactive behavior and how team climate can strengthen the influence of leadership on proactive behavior, which in turn both increase employee job performance at the Aceh Kemenkes Health Polytechnic (Poltekkes Kemenkes Aceh). The survey was conducted by distributing questionnaires to samples used as respondents. The sampling technique used simple random sampling so that a sample of 222 respondents was obtained who were employees of the Poltekkes Kemenkes Aceh. The analysis method uses Structural Equation Modeling (SEM) and Sobel Calculation. The results prove that leadership significantly positively affects proactive behavior and job performance, while role ambiguity has a negative and significant impact on proactive behavior and job performance. Proactive behavior can mediate the leadership effect on job performance but does not mediate the role ambiguity effect on job performance. Finally, team climate has been proven to positively and significantly moderate the leadership effect on proactive employee behavior at the Poltekkes Kemenkes Aceh.

BackgroundThe average person spends 1/3 of their lives working. However, approximately 15% of working adults worldwide are struggling with a mental disorder at any given time. The COVID-19 pandemic has spearheaded the importance of employee mental health, highlighting the role that employers can play in preserving employee wellbeing. Although Employee Assistance Programs (EAPs) are slowly becoming an established practice, it is still a relatively new phenomenon in most of Asia. This study therefore aims to investigate the prevalence of employees in the Southeast Asian region who have access to EAPs and understand the relationship between EAP access and employee wellbeing.MethodsThis cross-sectional, online survey-based study involved 15,302 employees from Malaysia, Singapore, Philippines, Thailand, Indonesia, and Vietnam who completed the Depression, Anxiety, Stress Scales (DASS-21), Thriving from Work Questionnaire (TfWQ), and sociodemographic measures. Employee productivity and turnover intention was also measured as a secondary outcome. Hierarchical regression models were conducted to determine the influence of EAP access on employee wellbeing. Subgroup analyses were conducted on employees with access to EAPs to explore how different forms of EAP services contribute to employee wellbeing.ResultsOnly 29.04% of employees in the region reported being aware of having access to any forms of EAP services provided by their employers. After controlling for sociodemographic variables, access to EAP was significantly associated with improved mental health, thriving, and productivity, and reduced turnover intention (p < 0.001) among employees in the region. Subgroup analyses revealed that employees had access to well-being and mental health webinars, talks, or workshops (12.64%), followed by sponsored counselling, therapy or carelines (11.16%). Access to regular mental health risk assessment and screening was the form of EAP service significantly associated with the highest number of outcomes.ConclusionHaving access to EAP services alone is associated with improved employee wellbeing outcomes. However, different forms of EAP services can vary in their impact on employee wellbeing. Our findings suggest a need to improve accessibility and diversity of EAP offerings for employees in Southeast Asia post-pandemic.

Objective To evaluate the mental health of medical workers, and develop an EAP suitable for heahhcare sector. Methods A 1-year EAP was implemented in a hospital in Beijing, in which SF-36 and JSS scales were used to study the health-related quality of life and job satisfaction of these workers. Results Work pressure is found to be the main source of pressure for medical workers, accounting for 63.7%. Scores of the group receiving EAP service are found to be significantly higher (P<0.01) in all dimensions (excepting work nature and supervisor dimension) of both SF-36 and JSS. Conclusions Medical workers are exposed to high pressure of work, having strong need for EAP service as result. EAP is an effective means to maintain mental health and improve quality of life and job performance, if applied widely. Key words: EAP; Medical workers; Pressure; Quality of life; Job satisfaction

PurposeHealthcare organizations require more proactive behaviors from nursing professionals. However, nurse managers’ proactivity has rarely been analyzed in the literature and little is known about the antecedents and consequences of their proactive behavior at work. This study examines the relationships between job characteristics (i.e. job autonomy and job variety), psychological empowerment, proactive work behavior and job effectiveness indicators (i.e. innovative work behavior, job performance). We tested a model in which psychological empowerment and proactive work behavior sequentially mediate the relationship between job characteristics and job effectiveness.Design/methodology/approachA cross-sectional study was conducted among nurse middle managers from a French hospital (N = 321). A hypothetical model was developed based on existing theory. Structural equation modeling was used to test the hypotheses.FindingsResults show that psychological empowerment and proactive work behavior fully mediate the relationship between job characteristics and innovative work behavior, and partially mediate the relationship between job characteristics and job performance.Originality/valueThis study provides insights for understanding how job characteristics can contribute to fostering the proactivity of nurse middle managers and how their proactive work behavior can be positively related to innovative work behavior and job performance. Findings raise several implications for hospital administrators and upper management seeking new ways to enhance nurse middle managers' proactive work behavior and push further their effectiveness at work.

Despite the increasing importance of and demand for work-life balance and employee well-being, there is a dearth of research findings on the role of recovery experiences and sleep quality in proactive behaviors and job crafting among employees. Our study is the first to examine the relationships that overnight recovery experiences and sleep quality share with next-day job crafting and the underlying mediating mechanisms. Drawing upon the self-regulatory strength model, we predict that overnight recovery experiences and sleep quality will be positively related to next-day job crafting through next-morning resilience (i.e., mediator). We also develop a sequential mediation model within which daily recovery experiences and sleep quality predict subsequent job performance through daily resilience and job crafting (i.e., mediators). Ninety-one flight attendants responded to assessments twice a day across five consecutive days, and their job performance was measured three months later. The resultant data were used to test the proposed model. As predicted, overnight recovery experiences and sleep quality were positively associated with next-day job crafting through next-morning resilience. Furthermore, daily recovery experiences and sleep quality significantly predicted subsequent job performance (i.e., three months later) through daily resilience and job crafting.

Intimate partner violence (IPV) is a major public health problem with significant impact on the workplace. Employee assistance programs (EAPs) are a confidential benefit to assist employees and their families with a variety of problems that may negatively affect their job performance. The purpose of this systematic review is to study the extant literature to identify articles that have explored the role of EAPs in addressing IPV. We searched Medline, PsychINFO, and Cumulative Index of Nursing and Allied Health Literature (CINAHL) for English-language papers that have explored how EAPs can address IPV. Articles published through 2008 were included. Our review yielded nine articles, mostly from EAP-centered journals. Nearly all of the studies were published before the year 2000 and primarily describe the need for EAPs to be more engaged in preventing violence against women. Most of the studies were commentaries, often using case reports to support recommendations on how EAPs could address IPV. Results from the two intervention studies revealed close connections between EAP clients being treated for alcoholism and IPV perpetration and the effectiveness of a standardized tool to identify EAP clients experiencing IPV. Research in this area is in its infancy, and more studies are needed to inform the formulation of evidence-based policies and programs that guide the role of EAPs in addressing IPV. The lack of research on how EAPs address IPV is alarming, as many employers state that they often refer employees affected by IPV to the EAP for assistance.

PurposeThe purpose of this paper is to examine the structural relationships between the job itself (i.e. job characteristics), employee well-being and job performance in light of the new administrative reform called the Government Transformation Program in Malaysia that stresses on measurable performance outputs.Design/methodology/approachA total of 208 public sector employees from various public agencies and departments in the northern region of Peninsular Malaysia were surveyed. Some of the agencies that took part in the study include state departments, the fishery department, agriculture-related agencies and the rural development agency.FindingsThe authors observed that feedback positively influenced employee well-being, which served as a significant mediator in the relationship between feedback and job performance. The results indicated that 26.4 percent of the variance that explained employee well-being was accounted for by the different characteristics of a job. The authors also demonstrated that employee well-being accounted for 41.8 percent of job performance.Research limitations/implicationsThe authors recommended that public sector managers consider the element of feedback and enhance employee well-being to improve job performance.Originality/valueThis study offers an insight into the effect of perceived changes in the job itself on employee well-being and subsequent job performance in light of government reforms.

After experiencing the COVID-19 pandemic, employees' health and well-being become a priority for firms. Organizational health-oriented strategies assist them in coping with health-related crises. Based on the social exchange theory, the present study attempts to determine the role of organizational health-oriented strategies in promoting employees' job performance. This study hypothesized that the organizations' health-oriented strategies positively correlate with employees' job performance. This study also assessed the mediating role of employees' psychological wellbeing and trust and moderating role of perceived medical mistrust. For the empirical examination, data of the present study was gathered from the textile sector in China. This study analyzed data through partial least square structural equation modeling (PLS-SEM). For this purpose, Smart-PLS software was used. The outcomes revealed that organizational health-oriented strategies positively enhance the employees' psychological wellbeing, trust, and job performance. Moreover, the results revealed that employees' psychological wellbeing and trust positively mediate the proposed relationships. This study found that perceived medical mistrust moderates the relationship between employees' psychological wellbeing and job performance. However, the findings revealed that perceived medical mistrust does not moderate the relationship between employees' trust and job performance. In addition, the present study's findings provide insights to the firms about the importance of health-oriented strategies. Moreover, this study's findings also serve the literature by providing important theoretical and practical implications.

The past decade has been a period of learning and experimentation in occupational alcoholism and employee assistance programming (EAPs). Assumptions regarding the essential ingredients for such program's sponsorship and principal targets, changed during this period. The professionalization of the U.S. work force is thought to require further modification of EAP casefinding. Future EAPs are expected to place less emphasis on supervisory confrontation than on broader types of casefinding. Early identification, prior to a decline in job performance, is anticipated. Employee involvement, attention to poly-drug addiction, family disruption, employee education, and the need for drug-free lifestyles are essential for future programs to succeed and labor law needs to be considered when employee organizations attempt to operate EAPs. EAP consortia are seen as a method of reaching the bulk of the work force. Start-up capital and uniform insurance coverage are unsolved problems for consortia.

In the last two decades, an important new therapeutic delivery system has been emerging to serve the needs of the American workforce. Known as Employee Assistance Programs (EAPs), these company and community based programs were created to provide mental health services to workers whose job performance is impaired due to substance abuse or other difficulties. Although there are obvious similarities between the mission espoused by EAPs and traditions of the counseling psychology profession, many members of our discipline have only recently become involved in these programs. This paper discusses various reasons why counseling psychologists have not become involved with EAPs. It also presents some ways that counseling psychologists may contribute to these programs and it highlights the similarities in the philosophies and the activities of EAP and counseling psychology practitioners and scientists. Additionally, some suggestions for how to prepare counseling psychologists for entrance into the EAP profession are offered. Finally, a brief research agenda designed to guide counseling psychologists who are interested in the study of EAP related variables is presented.

The Employee Assistance Program (EAP) is a carefully thought out, enlightened approach to the problems of what to do with valuable employees who have personal problems interfering with their job performance. EAPs face the personal problems of employees in a confidential manner, diagnose the real problems and get the resources that are necessary to help. The aim is to evaluate and refer into the community. EAP Coordinators have stringent rules on how to select practitioners for referral purposes. Private practitioners have to work together with EAP Coordinators if they are to bring about effective changes in employees with personal problems.

Psychiatrist Assesses Mentally Ill Employees for ‘Fitness for Duty’

Artificial intelligence (AI) enabled technologies are now corporate organisations' top priorities due to the availability of large data and the advent of the Internet of Things during the past ten years. AI is becoming a crucial component of business model innovation, process transformation, disruption, and gaining a competitive edge for companies adopting digital and data-centric cultures. This study investigates the implications of smart technology, artificial intelligence, robotics, and algorithms (STARA) on the future of work, with a particular emphasis on employee well-being and workplace dynamics. As futurists project that by 2025, 52% of all work functions will be automated, replacing one-third of current jobs, the rapid advancement of STARA creates both opportunities and risks. While automation has the potential to produce 133 million new jobs, it also threatens to eliminate 75 million employments, raising employee anxieties about job security and future roles. Despite the rising volume of studies on smart automation, there is still a major vacuum in our understanding of its implications on employees' mental health, well-being, and the entire workplace. This study investigates STARA's dual influence: while technology reduces physical strain and automates tedious jobs, it also raises new difficulties such as job displacement concerns and shifts in worker dynamics. The study emphasizes the need of human resource professionals to develop methods that strike a balance between technological integration and employee assistance. Key areas of focus include providing reskilling opportunities, adopting mental health initiatives, and encouraging open conversation regarding AI's expanding role in the workforce. By addressing these concerns, organisations may build a more resilient workforce that is better suited to the fourth industrial revolution. The study intends to contribute to a better understanding of how organisations may safeguard and improve employee well-being in the face of fast technological change, ensuring that STARA integration encourages innovation while simultaneously supporting a healthy and engaged workforce