Employee Vitality Research Articles

Energy in the workplace: job demands, job resources, and employees’ inner resources as pathways to organizational outcomes

In this study, we expanded upon the job demands–resources model to assess the role of employees’ vitality as an inner resource for their work engagement and job commitment. To assess vitality and related job resources, we developed an index of vitality outside of work and adapted measures of manager autonomy support and organizational support. For job demands, we measured work stress and predicted that each of these four variables would contribute independently to work-related outcomes. Then, in a preregistered study, we collected these measures from a sample of 5,280 American workers (primarily ages 18–34, 54% female). Results from multivariate regression analyses largely confirmed our hypotheses, showing that positive work-related outcomes, such as enthusiasm, enjoyment, and job satisfaction, were positively predicted by manager autonomy supports, organizational support, and individuals’ vitality, and negatively predicted by work stress. The reverse pattern was largely observed for the negative outcome of turnover intention. Exploratory analyses also suggested that individual vitality may buffer the negative effects of stress and low manager and organizational support. The results highlight the potential role of employee vitality outside of work and managerial support in bolstering work engagement and reducing turnover intentions, offering a basis for organizational strategies aimed at improving work culture and retaining talent.

Navigating the nexus of citizenship fatigue and knowledge sharing: the influence of employee vitality and tenure among university lecturers

Purpose This study aims to examine the influence of employee vitality and tenure on the nexus between citizenship fatigue and knowledge-sharing behaviour among academic staff in Ghanaian higher education institutions. Design/methodology/approach A sample of 876 faculty members from traditional and technical universities was chosen for the study using convenience sampling technique. Data was analysed using PLS-SEM with SmartPLS 4. Findings Results reveal that citizenship fatigue negatively influences faculty members’ knowledge-sharing behaviour. In addition, employee vitality and tenure mitigate the negative influence of citizenship fatigue on faculty members’ knowledge-sharing behaviour. Practical implications The findings suggest that the management of higher education institutions should focus on creating a workplace culture that cultivates workplace vitality and promotes long tenure to reduce the negative influence of citizenship fatigue on the knowledge-sharing behaviour among faculty members. Originality/value This study represents one of the earliest attempts to examine a theoretical framework that connects citizenship fatigue, employee vitality, knowledge-sharing behaviour and employee tenure within the context of higher education.

Innovative approaches to measuring and promoting employee vitality and sustainable employability

Abstract Background Employers find it difficult to develop interventions for vitality and sustainable employability (SE), particularly for employees in low-skilled jobs. Measures based on the employee perspective on SE that would give direction to interventions fall short, and effective programs to improve vitality and SE in this group are lacking. This study aims (1) to get insight into the effect and implementation of an innovative organizational, dialogue-based approach ‘Healthy HR’ (HHR)* to promote job control and SE, and (2) to refine and further validate the Maastricht Instrument for SE (MAISE)-Easy (an HHR tool for needs assessment). Methods (1) An effect evaluation with a pretest-posttest design with a 1 year follow up (N = 71), and a mixed-methods process evaluation were conducted. Data were collected using questionnaires, interviews with employees and employers (N = 26), focus groups (N = 4) and logbooks. (2) A questionnaire containing the MAISE-Easy-items, proxy variables (health and vitality) and demographics was answered by 1223 employees from 7 organizations. Construct validity, reliability and criterion validity were tested through PCA, CFA, Cronbach’s alpha and correlations. Results (1) A higher dose of HHR resulted in better job control and SE (n.s.). HHR had a positive impact on the awareness level of vitality and healthy workplaces of all stakeholders. (2) Reliability, construct and criterion validity of the MAISE-Easy were good, and MAISE-Easy 2.0 was constructed. This tool consists of 8 scales and 20 items divided over 4 areas: (1) Level of SE; (2) Factors affecting my SE; (3) Overall responsibility for SE; and (4) Responsibility for factors affecting my SE. Conclusions MAISE-Easy 2.0 is a valuable, valid and reliable tool in HHR which serves as a needs assessment for SE interventions. The innovative participatory approach HHR can improve job control and SE of employees in low-skilled jobs by giving them an active voice. *doi.org/10.1186/s12889-021-11278-7 Key messages • Healthy HR (HHR) is an effective, organisational dialogue-based approach (online toolkit) to promote job control, vitality and sustainable employability (SE) of employees in low-skilled jobs. • MAISE-Easy-2.0 (Maastricht Instrument for SE) is a new and thoroughly validated HHR tool for needs assessment, which measures SE and the responsibility for SE from the employee perspective.

Does one’s sense of psychological safety mitigate the link between workplace ostracism and employee vitality? Meaningful work as a boundary role

The present study examines one’s sense of psychological safety as a mediator between workplace ostracism and vitality. It also tests meaningful work as a moderator between one’s sense of psychological safety and vitality. The present research collected cross-sectional data applying purposive and convenience sampling from 390 frontline hotel employees in Thailand. Workplace ostracism has a negative impact on one’s sense of psychological safety and vitality. One’s sense of psychological safety mediates the connection between workplace ostracism and vitality, and meaningful work positively moderates the association between one’s sense of psychological safety and vitality. These findings not only expand upon the conservation of resources (COR) theory and confirm the mediating role of psychological safety but also extend value congruence theory by moderating the role of meaningful work. The study highlights to increase meaningful work and one’s sense of psychological safety to improve vitality, and the strategies to minimize workplace ostracism.

The Impact of Exploitative Leadership on Employee Vitality and Well-Being: A Moderation & Mediation

The Impact of Exploitative Leadership on Employee Vitality and Well-Being: A Moderation & Mediation

Good News for You is Good News for Me: The Effect of Coworker Disclosure on Employee Vitality

Good News for You is Good News for Me: The Effect of Coworker Disclosure on Employee Vitality

Empowering employee creativity in service organizations: unlocking the role of ownership, employee vitality and supportive leadership

ABSTRACT This study examines the moderating effect of employee vitality and supportive leadership on the relationship between psychological ownership, that is, individual and collective psychological and employee creativity, among frontline employees in three service industries in Ghana. Five hundred and seventy-one (571) participants were selected using a convenience sampling technique and took part in the study by completing a paper and pencil self-reported questionnaire. The data was analyzed using partial least squares structural equation modelling. The findings indicate that employees’ individual and collective psychological ownership, as well as employee vitality and supportive leadership, are good predictors of employee creativity. The study further reveals that the relationship between collective psychological ownership and employee creativity is enhanced by both supportive leadership and employee vitality. On the contrary, the relationship between individual psychological ownership and employee creativity is improved only by employee vitality but not by supportive leadership. The theoretical and empirical contributions of the study were highlighted, and directions for future research were also indicated.

Revitalizing Pakistan's Telecommunication Sector: Analyzing the Impact of Transformational Leadership Styles and Job Autonomy on Employee Vitality, with the Moderating Role of Self-Efficacy

This research study investigates the relationship between transformational leadership (TL), job autonomy (JA), self-efficacy (SE), and employee vitality (EV) in organizational contexts. This study, based on Self-Determination Theory, examines how these elements interact to impact employees' perception of vitality, excitement, and motivation at work. Data was acquired from telecom industry employees using a survey method and was analyzed through SPSS and Smart PLS. The findings show that transformational leadership is crucial in increasing employee vitality, underlining the relevance of inspiring leadership approaches in cultivating a vibrant workforce. Furthermore, job autonomy has been revealed as a strong predictor of employee vitality, emphasizing the importance of job design in influencing individuals' motivation and well-being. However, the study fills a significant research gap and adds a vital dimension by investigating the moderating influence of self-efficacy, or a person's conviction in their ability to do tasks. The findings show that self-efficacy moderates the links between transformational leadership and employee vitality considerably. Employees with higher degrees of self-efficacy gain even more from transformational leadership in terms of vitality. These findings have far-reaching consequences for both organizational practice and future study. They emphasize the need of leadership development, job design, and self-efficacy cultivation inside enterprises to enhance employee vitality. The study also encourages additional research into the dynamics of these relationships and the environmental and individual variables that may impact the reported effects

Employee agility’s mediating role on the link between employee vitality, digital literacy and transformational leadership with job performance: an empirical study

Employee agility’s mediating role on the link between employee vitality, digital literacy and transformational leadership with job performance: an empirical study

Importance of wellbeing strategies at the workplace

Improving wellbeing at the workplace is the most talked-about topic in human resource management these days. Organizations now are not just focusing on the output of employees, but they are also focusing on how they manage to give input and how they feel at the workplace. Substantial research has been conducted in the area which reveals that the sustainable performance of employees is directly related to the mental health, vitality, and wellbeing of employees. Organizations need to put employee vitality and wellbeing as a priority in their operations. This study aims to understand the factors that influence the well-being of employees in the workplace and how they can improve. The study also reveals how the organizations that have a sound wellbeing strategy impact the overall performance and mental health of employees working in those organizations. 162 respondents filled the questionnaire. The data was analyzed using SPSS. The results show that the size of the budget for well-being and the existence of a well-being strategy impacts the ability of companies to offer well-being programs. Another important finding from the research is that the geographical location of the company impacts the existence of well-being strategies in companies, and they can differ depending on the geographical location. It was also found that if a company needs a well-being strategy, it is not impacted by the size of the company. The more companies invest in ensuring the wellbeing and mental health of employees, the more the employee motivation and meaningfulness at work improves, resulting in better performance.

Employee Productivity: Exploring the Multidimensional Nature with Acculturation, Open Innovation, Social Media Networking and Employee Vitality in the Indian Banking Sector: An Analytical Approach

Purpose: The multi-dimensional nature of ‘employee productivity’ as a research construct needs extensive exploration, especially in view of the job-resources framework and in terms of stakeholder and accountability perspectives. The research study explored the topic with “individual” perceptions in exploring the pattern and tendency of the impact of acculturation and other organizational resources and protocols on the “perceived employee productivity”. Theoretical framework: The theoretical implications of the research lie in the empirical exploration of the influences across employees, workplace-provided job resources, and contextual aspects that seem to shape the impetus for employee productivity. Design/Methodology/Approach: The study delved into the aspects of ‘acculturation’, ‘open innovation’, ‘social media networking’, ‘employee vitality’, and ‘employee productivity’ for measuring the phenomenon in the Indian banking sector. The factors were operationalized with Likert scaling instruments and extractive factor analysis and structural equation modeling were leveraged. Findings: The study observed a positive significant relationship among acculturation, open innovation, social media networking, employee vitality, and employee productivity in the Indian banking sector. Research, Practical & Social implications: The research provides evidence that the organizational provision of job resources is a driving force behind the attainment of effective and sustainable employee productivity in the banking service sector. The research outcomes support and vindicate the prior research on the role of job resources in coping with workplace-derived uncertainties and exhibiting workplace productivity. Originality/Value: The research outcomes illustrate the set of implications that possess meaning for core managerial application. The research has achieved the operationalization of employee productivity based on organizational support in the form of job resources.

The effectiveness of virtual reality package on improving the quality of work life and organizational vitality

Introduction: The quality of work life is one of the most important variables in the field of industrial and organizational psychology, which leads to an increase in individual performance and organizational productivity by creating organizational vitality. Today's organizations use many measures to improve the quality of work life and the vitality of employees, one of the newest methods is the use of virtual reality. 
 Methods and Materials: The purpose of this research was to investigate the effectiveness of virtual reality on the quality of work life and organizational vitality of employees. The research was a semi-experimental pre-test-post-test type with a control group. The sample of this research was 30 employees of Iran's New Energy Organization, who were assigned in two groups of 15 people, experimental and control. The tools of this research were Walton's quality of work life questionnaire (1973) and Kroloff's organizational vitality (2007). The experimental group of 15 people underwent the virtual reality training package during 8 sessions (10 minutes each session). After collecting the data, they were analyzed using the covariance analysis method.
 Results: The results showed that the difference between the average scores of the post-test of the quality of work life and organizational vitality in the two experimental and control groups is significant (P<0.01). Therefore, it can be said that the virtual reality package has a favorable effect on the quality of work life and organizational vitality and improves the quality of work life and organizational vitality.
 Conclusion: It is suggested that organizations and companies use the virtual reality package to improve quality of work life and organizational vitality of their employees.

Exercise Good for All? Time and Strain-Based Work-Family Conflict and Impacts

While people believe employees’ exercise is the popular measure to relieve work stress and strains, it is unclear if this belief is always the case when employee suffer from conflict between their work and family domains. Drawing on the transactional theory of stress and the conservation of resources theory, we examine how exercise moderates the impact of time- and strain-based WFC and employee vitality at work. We also examine how the effect passes on to impact employee job satisfaction. With a multi-wave sample collected from work professionals in China (N = 243), we found that strong adherence to exercises did not alleviate the negative impact of time-based WFC (including work-interference with family and family-interference with work; WIF and FIW) on vitality in comparison to weak adherence to exercises. However, when employees experience strain-based WIF (but not FIW), strong adherence to exercise benefit employee vitality at work compared to weak adherence to exercise. Also, we found that the moderating effect of exercise on the relationship between WFC and vitality pass on to affect employee job satisfaction.

Thriving in Times of COVID-19: Through Transformational Leadership and Coworkers’ Support

Since many employees are struggling during the COVID-19 pandemic, we investigated how transformational leadership (TFL) could still enable employee thriving at work, in particular employee vitality and learning. Positive affect (PA) and negative affect (NA) were included as mediators, and coworkers’ support as a moderator. Our mixed-methods research design utilized a survey (N = 259) and an open question (N = 219) among Dutch employees. The hypotheses were tested using stepwise regression, Hayes’ PROCESS macro, and Sobel tests, as well as structural equation modeling. The qualitative data were content analyzed. We found that the direct supervisors’ TFL is related to employee thriving through reducing NA. Interestingly, coworkers’ support moderated the relationship between TFL and NA but not the relationship between TFL and PA. Reduced social interaction and connection to the organization were identified as drawbacks of forced remote work, while the respondents still perceived a degree of organizational support. Our findings extend the social exchange and broaden-and-build theories to a virtual setting by showing how both leaders’ TFL and coworkers’ support can provide solace to employees during forced remote work. Team leaders are thus encouraged to display TFL, also during virtual interactions with their members, as well as establish a supportive (remote) work environment for employees. Coworkers could mitigate employee NA further by initiating social interactions, also when their colleagues are not in the office.

Ruling with a velvet glove: The catalyzing role of humble leadership in transforming employees’ empowerment role identity into proactivity

Employees have always striven for a sense of empowerment while employers endeavor to forge a more proactive workforce that will strengthen organizations. However, the possible link between empowerment and proactivity, as well as the influence of other factors, has seldom been explored. This study fills this gap by examining how humble leadership can help employees with empowerment role identity to further strengthen their vitality and ultimately elicit proactive behavior. Using data collected from a sample of 326 employee-supervisor dyads in the information and communications technology (ICT) industry in China, we argue that employees’ vitality mediates the positive correlation between their empowerment role identity and proactive behavior. In light of the Johnson-Neyman technique, this study further indicates that the relationship between empowerment role identity and employee vitality is significantly positive when humble leadership is rated above 5.195 on a 7-point Likert scale; however, this relationship turns negative when humble leadership drops below 1.429. Thus, humble leadership moderates the mediating role that vitality plays in helping employees with empowerment needs to achieve greater proactivity. These findings deepen our understanding of how subordinates with relatively high power demands and enthusiasm can be effectively motivated in the workplace.

Social and Moral Practices of the Organizations and Employee-Based Brand Equity: Female Digital Labor Perspective.

This study investigates the role of socially responsible management as a significant determining factor for employees’ morale engagement (EME), employee vitality (EV), and employee-based brand equity (EBBE). Human resource management policies and strategies are important for addressing the interests of the employees and boosting the overall effectiveness of the organization. To examine this, this study analyzes the role of socially responsible management and organizational morality on EME with the mediation of EV. Also, the study examines the role of EME in EBBE. To conduct this study, the data were obtained from 310 female employees working in software houses from home in China. The sampling technique used in the study is purposive sampling. A partial least square structural equation modeling technique is used to analyze the data of the study. The study found that socially responsible management has a positive effect on both EME and EV. The study also reveals that organizational morality has a positive impact on EME and consequently impacts the EBBE in a positive way. The results of the mediation analysis show that EV mediates the relationship between socially responsible management and EME. The study provides practical implications, explaining the strategies and policies that can be adopted by the HR department of the organization to boost employee interests. The study also provides some limitations and future recommendations, such as sample size, the context of the study, and adding new variables to the existing framework.

Leader Extraversion as a Boundary Condition in the Relationship between Transformational Leadership, Vitality, and Job Improvement.

We examine the relationship between transformational leadership and job improvement behaviors by considering the moderating effect of leader extraversion and the mediating role of employee vitality. Multi-level path analysis on data from 101 leaders and 619 subordinates provided support to the moderating effect of leader extraversion, such that the relationship between transformational leadership and employee vitality is stronger when the level of leader extraversion is high. Moreover, a moderated mediation procedure showed that the indirect effect of transformational leadership on job improvement via employee vitality was conditional to the level of leader extraversion. We highlight the original contributions of these findings by discussing the moderating role of leader extraversion as an understudied theoretical alternative to its already well-explored role as an antecedent to leadership behaviors. On a practical level, our results indicate that organizations should consider not only what leaders do (transformational leadership behaviors) but also how these behaviors are contextualized by leaders' typical approach (extraversion) to instill a maximum of positive emotion such as vitality in employees.

Employee Sustainable Performance (E-SuPer): Theoretical Conceptualization, Scale Development, and Psychometric Properties.

Although the concept of employee sustainable performance has received considerable attention in the practitioner literature, academic research still lacks a clear conceptualization and empirical operationalization of this concept. Defining employee sustainable performance as a regulatory process in which an individual worker enduringly and efficiently achieves particular desired work goals while maintaining a satisfactory level of well-being, this paper describes a corresponding instrument called E-SuPer, and examines its psychometric properties. The E-SuPer instrument was tested and cross-validated using two cross-sectional survey studies (n = 153 and n = 160), focusing on factorial validity, internal consistency, and discriminant and concurrent validity. Psychometric findings across the two samples revealed that the E-SuPer instrument consists of one general factor of ten items with good internal consistency. Discriminant validity and concurrent validity with other relevant constructs (task performance, counterproductive work behavior, and employee vitality) were also confirmed, showing promising results. Finally, theoretical and practical implications, as well as suggestions for future research, are outlined.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

WITHDRAWN: The influence of employee pressure on the management cost of enterprise technological innovation using mental health education.

Ahead of Print article withdrawn by publisher.