{"title":"在风险即感觉假设下,欧洲各地管理人员在Covid-19大流行期间的工作绩效变化","authors":"Fadhila Hamza","doi":"10.1108/emjb-10-2022-0179","DOIUrl":null,"url":null,"abstract":"PurposeThis study aims to examine the predictors of the managers’ work performance under the risk-as-feelings hypothesis during the Covid-19 pandemic in four European countries. Specifically, it aims to investigate the impact of risk-related job stressors and behavioral and emotional reactivities on non-managers and managers performance in risky circumstances.Design/methodology/approachThe author assessed simultaneously the effects of occupational health risk perception and the resulting feelings and emotional state such irritability and commitment change, the effects of income and others organizational and personal variables as performance stressors. The author used a sample of 652 employees divided on two groups (71% non-managers and 23% managers). Data are obtained from the dataset in Prochazka et al., (2020) collected using online survey delivered to employees employed in their companies for a minimum of five months in the period between Mai and June 2020.FindingsThe results confirm the risk-as-feelings hypothesis and show significant effect of occupational health risk perception and associated emotional responses (irritability and commitment) on the work performance for non-managers’ group. However, for managers’ group the main determinant of work performance is the organizational commitment as explained by the job-demands-resources-model (JDRM).Originality/valueThe originality of this study is to employ the risk-as-feelings hypothesis (Loewenstein et al., 2001) in a management research question such as job performance predictors. Thus, this study contributes to the literature on job performance in two significant ways. First, it examines the risk-related job’s stressors as determinants of managers and non-managers performance under the risk-as-feelings hypothesis. Second, it tests the importance of functional differences as an approach to better investigate the framework of the JDRM (Bakker and Demerouti, 2017).","PeriodicalId":46475,"journal":{"name":"EuroMed Journal of Business","volume":" ","pages":""},"PeriodicalIF":3.8000,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Work performance change during the Covid-19 pandemic under risk-as-feelings hypothesis for managers across Europe\",\"authors\":\"Fadhila Hamza\",\"doi\":\"10.1108/emjb-10-2022-0179\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"PurposeThis study aims to examine the predictors of the managers’ work performance under the risk-as-feelings hypothesis during the Covid-19 pandemic in four European countries. Specifically, it aims to investigate the impact of risk-related job stressors and behavioral and emotional reactivities on non-managers and managers performance in risky circumstances.Design/methodology/approachThe author assessed simultaneously the effects of occupational health risk perception and the resulting feelings and emotional state such irritability and commitment change, the effects of income and others organizational and personal variables as performance stressors. The author used a sample of 652 employees divided on two groups (71% non-managers and 23% managers). Data are obtained from the dataset in Prochazka et al., (2020) collected using online survey delivered to employees employed in their companies for a minimum of five months in the period between Mai and June 2020.FindingsThe results confirm the risk-as-feelings hypothesis and show significant effect of occupational health risk perception and associated emotional responses (irritability and commitment) on the work performance for non-managers’ group. However, for managers’ group the main determinant of work performance is the organizational commitment as explained by the job-demands-resources-model (JDRM).Originality/valueThe originality of this study is to employ the risk-as-feelings hypothesis (Loewenstein et al., 2001) in a management research question such as job performance predictors. Thus, this study contributes to the literature on job performance in two significant ways. First, it examines the risk-related job’s stressors as determinants of managers and non-managers performance under the risk-as-feelings hypothesis. Second, it tests the importance of functional differences as an approach to better investigate the framework of the JDRM (Bakker and Demerouti, 2017).\",\"PeriodicalId\":46475,\"journal\":{\"name\":\"EuroMed Journal of Business\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":3.8000,\"publicationDate\":\"2023-02-28\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"EuroMed Journal of Business\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/emjb-10-2022-0179\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"EuroMed Journal of Business","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/emjb-10-2022-0179","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
摘要
目的本研究旨在检验新冠肺炎大流行期间欧洲四个国家经理在风险即薪酬假设下的工作绩效预测因素。具体而言,它旨在调查与风险相关的工作压力源以及行为和情绪反应对非管理者和管理者在风险环境中表现的影响。设计/方法/方法作者同时评估了职业健康风险感知和由此产生的感觉和情绪状态的影响,如易怒和承诺改变,收入和其他组织和个人变量作为绩效压力源的影响。作者使用了652名员工的样本,分为两组(71%为非经理,23%为经理)。数据是从Prochazka等人。,(2020)通过对在2020年5月至6月期间在其公司工作至少五个月的员工进行的在线调查收集。结果证实了风险即感觉假说,并显示职业健康风险感知和相关情绪反应(易怒和承诺)对非管理者的工作表现有显著影响组然而,对于管理者群体来说,工作绩效的主要决定因素是工作需求-资源模型(JDRM)所解释的组织承诺。独创性/价值本研究的独创性是在工作绩效预测因子等管理研究问题中采用风险即感觉假说(Loewenstein et al.,2001)。因此,本研究在两个重要方面对有关工作表现的文献做出了贡献。首先,在风险即感觉假说下,考察了风险相关的工作压力源作为管理者和非管理者绩效的决定因素。其次,它测试了功能差异作为更好地研究JDRM框架的方法的重要性(Bakker和Demerouti,2017)。
Work performance change during the Covid-19 pandemic under risk-as-feelings hypothesis for managers across Europe
PurposeThis study aims to examine the predictors of the managers’ work performance under the risk-as-feelings hypothesis during the Covid-19 pandemic in four European countries. Specifically, it aims to investigate the impact of risk-related job stressors and behavioral and emotional reactivities on non-managers and managers performance in risky circumstances.Design/methodology/approachThe author assessed simultaneously the effects of occupational health risk perception and the resulting feelings and emotional state such irritability and commitment change, the effects of income and others organizational and personal variables as performance stressors. The author used a sample of 652 employees divided on two groups (71% non-managers and 23% managers). Data are obtained from the dataset in Prochazka et al., (2020) collected using online survey delivered to employees employed in their companies for a minimum of five months in the period between Mai and June 2020.FindingsThe results confirm the risk-as-feelings hypothesis and show significant effect of occupational health risk perception and associated emotional responses (irritability and commitment) on the work performance for non-managers’ group. However, for managers’ group the main determinant of work performance is the organizational commitment as explained by the job-demands-resources-model (JDRM).Originality/valueThe originality of this study is to employ the risk-as-feelings hypothesis (Loewenstein et al., 2001) in a management research question such as job performance predictors. Thus, this study contributes to the literature on job performance in two significant ways. First, it examines the risk-related job’s stressors as determinants of managers and non-managers performance under the risk-as-feelings hypothesis. Second, it tests the importance of functional differences as an approach to better investigate the framework of the JDRM (Bakker and Demerouti, 2017).
期刊介绍:
The EuroMed Journal of Business (EMJB) is the premier publication facilitating dialogue among researchers from Europe and the Mediterranean. It plays a vital role in generating and disseminating knowledge about various business environments and trends in this region. By offering an up-to-date overview of emerging business practices in specific countries, EMJB serves as a valuable resource for its readers.
As the official journal of the EuroMed Academy of Business, EMJB is committed to reflecting the economic growth seen in the European-Mediterranean region. It aims to be a focused and targeted business journal, highlighting environmental opportunities, threats, and marketplace developments in the area. Through its efforts, EMJB promotes collaboration and open dialogue among diverse research cultures and practices.
EMJB serves as a platform for debating and disseminating research findings, new research areas and techniques, conceptual developments, and practical applications across various business segments. It seeks to provide a forum for discussing new ideas in business, including theory, practice, and the issues that arise within the field.