Virtual Work as a Job Demand? Work Behaviors of Public Servants during Covid-19

IF 2.2 3区管理学 Q2 PUBLIC ADMINISTRATION Public Performance & Management Review Pub Date : 2023-06-08 DOI:10.1080/15309576.2023.2217552

Lena Lenz, Fabian Hattke, Janne Kalucza, Friederike Redlbacher

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引用次数: 2

Abstract

Abstract The study models the abrupt introduction of virtual work during the COVID-19 pandemic as a job demand within the Job Demands-Resources (JD-R) model. Using survey data from 1,173 public servants collected during the second national lockdown in Germany, we assess the relationships between several job and personal resources with organizational citizenship behavior (OCB), and the relationship between virtual work and counterproductive work behavior (CWB). Additionally, we analyze the moderating role of virtual work for the relationship of resources and OCB, as well as the moderating role of resources for the relationship of virtual work and CWB. Our results show that the direct effects of the resources and the demand for virtual work on workplace behaviors point in the expected direction, while only one out of ten hypothesized interaction effects could be found. These results contribute to theoretical insights about the multiplicative or additive nature of the JD-R model. In addition, virtual work relates positively to both CWB and OCB, which informs the debate about virtual work being a hindrance demand or a positive challenge in the public sector.

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虚拟工作是一种工作需求吗?新冠肺炎疫情期间公务员的工作行为

摘要:本研究将COVID-19大流行期间突然引入的虚拟工作作为工作需求在工作需求-资源(JD-R)模型中进行建模。利用在德国第二次全国封锁期间收集的1173名公务员的调查数据，我们评估了几种工作和个人资源与组织公民行为(OCB)之间的关系，以及虚拟工作与反生产工作行为(CWB)之间的关系。此外，我们还分析了虚拟工作对资源与组织行为关系的调节作用，以及资源对虚拟工作与组织行为关系的调节作用。我们的研究结果表明，资源和虚拟工作需求对工作场所行为的直接影响指向预期的方向，而只有十分之一的假设交互效应可以被发现。这些结果有助于对JD-R模型的乘法或加性性质的理论见解。此外，虚拟工作与“绕道”和“组织外行为”都有积极的关系，这为有关虚拟工作在公共部门是一种障碍需求还是一种积极挑战的辩论提供了信息。

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来源期刊

Public Performance & Management Review PUBLIC ADMINISTRATION-

CiteScore

5.50

自引率

16.10%

发文量

期刊介绍： Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.