Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees-Implications for Sustainable Human Resource Management
Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees-Implications for Sustainable Human Resource Management
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DOI：
10.3390/su12156086
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发表时间：
2020-08-01
期刊：
影响因子：
3.9
通讯作者：
Casuneanu, Ionut
中科院分区：
文献类型：
--
作者：
Davidescu, Adriana AnaMaria;Apostu, Simona-Andreea;Casuneanu, Ionut
考虑到未来的工作挑战，实际的人力资源管理（HRM）需要重新设计，包括人力资源的长期开发，再生和更新，通过纳入可持续性概念，从消耗人力资源转向开发人力资源。因此，可持续人力资源管理被视为战略人力资源的延伸，提出了一种新的人力资源管理方法。劳动力市场不断变化，非典型工作获得了显着的相关性，特别是在当前冠状病毒危机限制的时代。在罗马尼亚，推广远程工作法使劳动灵活性成为一个令人感兴趣的话题，并成为就业的一个日益重要的要求和罗马尼亚雇员的一个激励因素。在这样的背景下，本文的目的是调查员工的发展和工作时间和工作空间的灵活性之间的联系，可持续的人力资源管理，工作满意度和罗马尼亚员工的工作绩效的相关特征，以确定如何重新设计人力资源管理在面对“未来的工作”的挑战。此外，本文旨在研究不同类型的灵活性的影响，合同，功能，工作时间和工作空间的灵活性，以突出员工的发展和员工的灵活性作为可持续人力资源管理的重要方面，在提高员工工作满意度的整体水平的相关性。为了实现这一目标，我们利用罗马尼亚员工的反馈开发了一个考虑到不同类型灵活性的“员工灵活性综合指标”，这些反馈是通过使用多种对应分析的全国代表性调查收集的。此外，个人和员工的灵活性对工作满意度的整体水平的影响已经量化使用二进制逻辑回归模型。在研究中，特别关注新型办公室（弹性办公室，共同工作，总家庭办公室，部分家庭办公室-FO，CW，HOT，HOP）对工作绩效，工作满意度，组织绩效，专业成长和发展，社会和专业关系，个人专业绩效以及工作动机的整体水平的影响。实证结果显示，这些新类型的企业受到员工的高度赞赏，产生了越来越大的兴趣。部分在家工作，即在家工作和在公司办公室工作的混合，被认为是提高组织绩效、社会和专业关系、学习和个人发展以及整体工作动机水平的最佳解决方案。多重对应分析的结果突出表明，受访的罗马尼亚雇员的灵活性处于中等水平，其中只有三分之一表现出高度灵活性。Logistic回归分析的实证分析指出了职能弹性、工作时间弹性、工作空间弹性沿着弹性综合指标在提高员工工作满意度中的作用。因此，如果面临的挑战是重新设计实际的人力资源管理，以包括可持续性的概念，注意需要在员工的发展灵活的时间和灵活的地点相结合，导致员工的工作满意度和组织绩效的增加作为可持续人力资源管理的重要成果。
In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of "future work" challenges. Additionally, the paper aims to examine the impact of different types of flexibility-contractual, functional, working time, and workspace flexibility-in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an "employee flexibility composite indicator," which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home office-FO, CW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company's office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of flexibility. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible time and flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.