Evaluating a desire to telework model: The role of perceived quality of life, workload, telework experience and organisational telework support

SA Journal of Human Resource Management

Field Value
Title Evaluating a desire to telework model: The role of perceived quality of life, workload, telework experience and organisational telework support
Creator Sanhokwe, Hamfrey
Subject Organizational behavior, employee desires desire to telework; multilevel moderated mediation; desire fulfilment theory; COR theory; changing workplace
Description Orientation: Beyond the motivation paradigm that underpins most telework research, the meaning paradigm offers a complementary vantage point to appreciate employees’ desires in the face of emerging threats to the traditional workplace.Research purpose: The research developed and tested a multilevel moderated mediation model to explain the desire to telework.Motivation for the study: A high-performance culture based on leadership excellence dictates that organisations keep a pulse and act on desires of their employees, an urgent priority given the pandemic-induced structural changes to the traditional workplace.Research design or approach and method: Data were collected from a non-probability sample of 185 non-governmental sector employees. Mplus v8 was used to test the multilevel moderated mediation model.Main findings: The mediated relationship between quality of life and the desire to telework was significantly influenced by perceptions of workload and organisational support for telework. Organisational telework support had a compensatory effect on workload. There were significant differences in the desire to telework by gender, level and location of work.Practical and managerial implications: Despite the intensification and extensification of work characterising teleworking environments, the results affirm a growing desire to utilise telework opportunities as circumstances permit. Ensuring access to and availability of appropriate telework resources is paramount to satisfying this desire.Contribution or value-add: Insights on employee desires and the associated influence levers offer leadership teams an opportunity to translate them into dedicated actions that enhance the employee experience, and by extension, create thriving organisations.
Publisher AOSIS
Date 2022-12-21
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — Survey/interview
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajhrm.v20i0.1848
Source SA Journal of Human Resource Management; Vol 20 (2022); 7 pages 2071-078X 1683-7584
Language eng
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https://sajhrm.co.za/index.php/sajhrm/article/view/1848/2906 https://sajhrm.co.za/index.php/sajhrm/article/view/1848/2907 https://sajhrm.co.za/index.php/sajhrm/article/view/1848/2910 https://sajhrm.co.za/index.php/sajhrm/article/view/1848/2911
Coverage Zimbabwe — NGO; male/female
Rights Copyright (c) 2022 Hamfrey Sanhokwe https://creativecommons.org/licenses/by/4.0