Behavioral Effects of Performance in Distinguishing Between Work Connectivity Behavior After-hours: Recognition Role to Compensation Payments of Workers Fairly
Article Sidebar
Main Article Content
Abstract
This article aimed to study (1) the direct impact of work connectivity behavior after-hours on work alienation and (2) the mediating effect of pay equity and its dimensions on the relationship between work connectivity behavior after-hours and work alienation. The subjects of the study were ordinary employees of the new generation enterprises in Henan Province, China, aged between 21-41 years old. They collected data using online questionnaires, using the convenience sampling method to obtain 1235 samples, and used SPSS software for data analysis. Through descriptive and inferential statistical analysis, it was found that work connectivity behavior after hours has a positive impact on employees' sense of work alienation. Pay fairness perceptions, procedural fairness, and interaction fairness can all effectively reduce the negative correlation between work connectivity behavior after-hours and work alienation.
The conclusions of this study help to prompt organizations and individuals on how to use work connectivity behavior after-hours and provide useful inspiration for their specific operation of work connectivity behavior after-hours.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Views and opinions appearing in the Journal it is the responsibility of the author of the article, and does not constitute the view and responsibility of the editorial team.
References
Aljabr, N., Chamakiotis, P., Petrakaki, D., & Newell, S. (2022). After‐hours connectivity management strategies in academic work. New Technology, Work and Employment, 37(2), 185-205.
Baron, R.M., & Kenny, D.A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1199.
Belkin, L.Y., Becker, W.J., & Conroy, S.A. (2020). The invisible leash: The impact of organizational expectations for email monitoring after-hours on employee resources, well-being, and turnover intentions. Group & Organization Management, 45(5), 709-740.
Binnewies, C., & Wörnlein, S.C. (2011). What makes a creative day? A diary study on the interplay between affect, job stressors, and job control. Journal of Organizational Behavior, 32(4), 589-607.
Chen, A., & Casterella, G.I. (2018). After-hours work connectivity: Technological antecedents and implications. IEEE Transactions on Professional Communication, 62(1), 75-93.
Cheng, K., Cao, X., Guo, L., & Xia, Q. (2021). Work connectivity behavior after-hours and job satisfaction: Examining the moderating effects of psychological entitlement and perceived organizational support. Personnel Review, 21(2), 115-129.
Cheung, Y.L., Lun, M.C., & Wang, H.J. (2022). Smartphone use after work mediates the link between organizational norm of connectivity and emotional exhaustion: Will workaholism make a difference?. Stress and Health, 38(1), 130-139.
DeCenzo, D.A., & Robbins, S.P. (2010). Fundamentals of Human Resource Management. (10th ed.). John Wiley & Sons.
Durrah, O. (2020). Injustice perception and work alienation: Exploring the mediating role of employee’s cynicism in healthcare sector. The Journal of Asian Finance, Economics and Business, 7(9), 811-824.
Gardner, D.G., & Cummings, L.L. (1988). Activation theory and job. Research in Organizational Behavior, 10(3), 81-122.
Hobfoll, S.E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513-529.
Kanungo, R.N. (1982). Measurement of job and work involvement. Journal of Applied Psychology, 67(3), 341-360.
Kao, A.C., Jager, A.J., Koenig, B.A., Moller, A.C., Tutty, M.A., Williams, G.C., & Wright, S.M. (2018). Physician perception of pay fairness and its association with work satisfaction, intent to leave practice, and personal health. Journal of General Internal Medicine, 33(6), 812-817.
Khalid, J., Weng, Q.D., Luqman, A., Rasheed, M.I., & Hina, M. (2021). After-hours work-related technology use and individuals’ deviance: the role of interruption overload, psychological transition and task closure. Kybernetes, 12(3), 55-73.
Kim, T.Y., Wang, J., Chen, T., Zhu, Y., & Sun, R. (2019). Equal or equitable pay? Individual differences in pay fairness perceptions. Human Resource Management, 58(2), 169-186.
Kocher, M.G., & Sutter, M. (2006). Time is money-Time pressure, incentives, and the quality of decision-making. Journal of Economic Behavior & Organization, 61(3), 375-392.
Krishnan, R., Ahmad, N.A.F.B., & Haron, H. (2018). The effect of employees’ perceived fairness of performance appraisal systems on employees’ organizational commitment. International Journal of Academic Research in Business and Social Sciences, 8(3), 448-465.
Kurtessis, J.N., Eisenberger, R., Ford, M.T., Buffardi, L.C., Stewart, K.A., & Adis, C.S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854-1884.
Lee, S., Zhou, Z. E., Xie, J., & Guo, H. (2021). Work-related use of information and communication technologies after hours and employee fatigue: The exacerbating effect of affective commitment. Journal of Managerial Psychology, 36(6), 477-490.
Park, Y., Liu, Y., & Headrick, L. (2020). When work is wanted after hours: Testing weekly stress of information communication technology demands using boundary theory. Journal of Organizational Behavior, 41(6), 518-534.
Rouziou, M., Dugan, R., Rouziès, D., & Iacobucci, D. (2018). Brand assets and pay fairness as two routes to enhancing social capital in sales organizations. Journal of Personal Selling & Sales Management, 38(2), 191-204.
Scarpello, V., & Carraher, S. M. (2008). Are pay satisfaction and pay fairness the same construct? A Cross-country examination among the self‐employed in Latvia, Germany, the UK, and the USA. Baltic Journal of Management, 6(1), 73-88.
Setiawati, T., & Ariani, I. D. (2020). Influence of performance appraisal fairness and job satisfaction through commitment on job performance. Review of Integrative Business and Economics Research, 9(3), 133-151.
Shaw, J.D., & Gupta, N. (2001). Pay fairness and employee outcomes: Exacerbation and attenuation effects of financial need. Journal of Occupational and Organizational Psychology, 74(3), 299-320.
Till, R.E., & Karren, R. (2011). Organizational justice perceptions and pay level satisfaction. Journal of Managerial Psychology, 17(2), 237-251.
Usman, M., Ali, M., Yousaf, Z., Anwar, F., Waqas, M., & Khan, M. A. S. (2020). The relationship between laissez-faire leadership and burnout: Mediation through work alienation and the moderating role of political skill. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l' Administration, 37(4), 423-434.
Valentine, S., Greller, M.M., & Richtermeyer, S. B. (2006). Employee job response as a function of ethical context and perceived organization support. Journal of Business Research, 59(5), 582-588.
Vinokurov, L.V., & Kozhina, A.A. (2020). The contribution of individual psychological features to the determination of the phenomenon of work alienation. Behavioral Sciences, 10(1), 34-52.
Wallace, M.J., & Fay, C.H. (1988). Compensation Theory and Practice. Pws Publishing Company.
Wenzel, A.K., Krause, T.A., & Vogel, D. (2019). Making performance pay work: The impact of transparency, participation, and fairness on controlling perception and intrinsic motivation. Review of Public Personnel Administration, 39(2), 232-255.
Wu, M., & Tu, J. (2005). SPSS and Analysis of Statistical Application. Taipei: Wu-Nan.
Yu, H., Yang, F., Wang, T., Sun, J., & Hu, W. (2021). How perceived overqualification relates to work alienation and emotional exhaustion: The moderating role of LMX. Current Psychology, 40(12), 6067-6075.
Yue, C.A. (2022). The paradox of using public social media for work: The influence of after-hours work communication on employee outcomes. Journal of Business Research, 14(9), 748-759.