Abstract
The advent of Covid-19 has instigated a rapid transformation in the perspectives and behaviors of workers concerning their job engagements. Employees are now focused not only on income-generating work but also on the aspects of autonomy and well-being in their tasks. It becomes imperative for researchers and businesses to comprehend these shifts in worker mindset and behavior to formulate targeted policies. Hybrid working can address the growing need for work autonomy and enhance the psychological well-being of employees. In this study, the author aims to elucidate the influence of work autonomy and psychological employee well-being on job performance. Employing quantitative research methods, specifically the Structural Equation Modeling (SEM) model, the author endeavors to clarify the intricate relationships between these research variables. The research findings illuminate a positive correlation between work autonomy, psychological well-being, and job performance in the post-Covid-19 hybrid working environment.
Research purpose: Examining the impact of Task Autonomy and Employee Psychological Well-being on Job Performance in a Hybrid Working Environment
Research motivation: Post-Covid-19, businesses are grappling with significant challenges arising from a shortage of human resources across various professions. Notably, the pandemic has shifted work approaches and employee behaviors. Workers now prioritize aspects such as job autonomy, employee well-being, and the ability to take initiative in fulfilling their responsibilities. This study aims to investigate whether autonomy at work and job satisfaction are factors influencing organizational performance. The author examines the relationship between job autonomy, employee happiness, and job performance, seeking to provide both theoretical contributions and practical insights for businesses navigating the post-Covid-19 landscape.
Research design, approach, and method:
The data were gathered from employees working in the service industry and bank industry using online surveys. A total of 240 responses were received. Hypotheses
were tested using the structural equation modeling technique
Main findings:
The findings suggest that two main dimensions of task autonomy have an impact on job performance while working method autonomy does not seem to affect job performance. Moreover, the significant role of employee psychological well-being in the hybrid working environment influences three dimensions of job performance.
Practical/managerial implications:
Research suggests that HRM should focus on job design by promoting task autonomy in a hybrid working environment to enhance employee psychological well-being and reduce human costs, thereby contributing to overall organizational cost savings.
Keywords: Task autonomy; Hybrid working environment, job performance, employee well-being, psychological employee well-being
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