Browsing by Subject "work well-being"
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(2024)In recent years, remote work has increased due to the coronavirus pandemic, when millions of employees around the world had to abruptly switch to working remotely instead of from the office. This has highlighted the relevance of examining employee well-being in the new circumstances. Work engagement is seen as the optimal state of work well-being, and it is predicted by various factors. The aim of this study was to examine associations between remote work, job control and work engagement. Based on the job demands and job resources theory and prior findings on remote work and work engagement, three research questions were formed. The first hypothesis was formed to predict a positive association between remote work and work engagement, anticipating that respondents working remotely, even occasionally, would report higher work engagement scores compared to those exclusively working non-remotely. Additionally, this study aimed to examine the direct association between job control and work engagement anticipating that employees with the ability to control their working location would report higher work engagement scores than the respondents that could not choose where they conduct their work. The last aim of this study was to explore whether job control moderates the association between remote work and work engagement. Data material utilized in this study comes from the Finnish Working Life Barometer 2021. The sample consisted of 1714 observations including full-time employees in Finland. Analysis of covariance (ANCOVA) was used to test the hypotheses. The results showed support for all hypotheses, revealing small statistically significant associations. Respondents engaging in remote work, even occasionally, reported higher work engagement scores than non-remote workers. Similarly, respondents with the ability to affect their working location showed higher work engagement scores than the respondents who were not able to affect their workplace. Additionally, it was found that respondents who could choose to perform work non-remotely reported higher work engagement scores than the respondents who were not able to choose non-remote work. This thesis sheds light on the associations between remote work, job control and work engagement. As remote work has become more common, these findings offer valuable insights for employers and employees alike. When planning remote work practices, it is important to consider the individual employee’s preferences in how and where they would prefer to conduct their work in order to foster work engagement.
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(2011)This thesis is about work engagement, the experience of work-related motivational fulfillment, in a team context. The present study is based on a larger survey conducted by Finnish Institute of Occupational Health with one of its client organizations. It was administered as an electronic survey in an expert organization, where work is knowledge-based, and typically conducted in teams. In such working environments team performance is highly dependent on effective knowledge sharing behaviors. Based on Job Demands - Resources model, it was suggested that meaningful team processes can be job resources that fuel work engagement. More specifically, this cross-sectional study (N=583) examined whether elements known to fuel team innovativeness, defined as team climate, were associated with individual work engagement. Self-determination theory and social identity approach were used to argue that team climate is likely to contain motivational elements, which would explain the proposed relationship. It was further proposed that typical features of knowledge-based environments, workload and role ambiguity, would be associated with work engagement, and that they would moderate the relationship between team climate and work engagement. The data was analyzed primarily by conducting linear regression analyses and multilevel modeling. The main conclusion of the study is that team climate is positively associated with work engagement, as hypothesized. Team climate elements explained together 27% of the variability in work engagement. Neither gender nor team role influenced the results. Of the four team climate elements, the most important predictor of work engagement was vision, which refers to clarity, realism, and meaningfulness of team goals. Also, concrete investments of time and effort in collaboration were important. Team membership influenced the relationship between team climate and work engagement, but this influence was very weak. The study further established that workload was positively, and role ambiguity negatively associated with work engagement, as hypothesized. Furthermore, workload weakened the relationship between team climate and work engagement, also as hypothesized. The moderation was, however, weak and only with two elements of team climate. Role ambiguity did not moderate the relationship.
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