Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain.

This study used a prospective design to examine the effects of telework satisfaction (time 1) on subjective wellbeing and self-reported performance (time 2) during the COVID-19 lockdown. Data were collected from 111 teleworkers through an online survey the first weeks of strict lockdown in Spain. Telework satisfaction showed positive direct effects on both subjective wellbeing and self-reported performance. Further, subjective wellbeing partially mediated the relationship between telework satisfaction and self-reported performance. Interestingly, employees with children felt less telework satisfaction but higher subjective wellbeing. The novelty of this study is that we evaluate the level of satisfaction with telework using a specific set of items that assess the employees' contentment with diverse telework facets. Given the spreading of telework and the increasing competitiveness of organizations, we discuss practical implications in times of crisis, both present and future.

Happy-Productive Teams and Work Units: A Systematic Review of the 'Happy-Productive Worker Thesis'.

The happy-productive worker thesis (HPWT) assumes that happy employees perform better. Given the relevance of teams and work-units in organizations, our aim is to analyze the state of the art on happy-productive work-units (HPWU) through a systematic review and integrate existing research on different collective well-being constructs and collective performance. Research on HPWU (30 studies, 2001-2018) has developed through different constructs of well-being (hedonic: team satisfaction, group affect; and eudaimonic: team engagement) and diverse operationalizations of performance (self-rated team performance, leader-rated team performance, customers' satisfaction, and objective indicators), thus creating a disintegrated body of knowledge about HPWU. The theoretical frameworks to explain the HPWU relationship are attitude-behavior models, broaden-and-build theory, and the job-demands-resources model. Research models include a variety of antecedents, mediators, and moderating third variables. Most studies are cross-sectional, all propose a causal happy-productive relationship (not the reverse), and generally find positive significant relationships. Scarce but interesting time-lagged evidence supports a causal chain in which collective well-being leads to team performance (organizational citizenship behavior or team creativity), which then leads to objective work-unit performance. To conclude, we identify common issues and challenges across the studies on HPWU, and set out an agenda for future research.

Work Design and Job Satisfaction: the moderating role of organizational justice / Desenho do trabalho e satisfação: o papel moderador da justiça organizacional / Diseño del trabajo y satisfacción: el rol modulador de la justicia organizacional

The economic crisis has entailed a general increase in job demands and reduction in compensating factors, modifying the fairness of the employment relationship. In this longitudinal study, we analyze the effects of the moderating role of organizational justice on the job characteristics - job satisfaction relationship. A total of 593 employees working for 42 Spanish companies answered the questionnaires at two points in time. Results showed that the job and the social characteristics, as well as distributive justice, in time 1 predict job satisfaction in time 2. Additionally, interactional justice moderated the relationship between job characteristics and job satisfaction. In conclusion, work design, as well as fair interactions at work, may increase job satisfaction.

A crise econômica implicou em um aumento geral nas demandas de emprego e redução nas compensações, modificando a equidade nas relações de trabalho. Neste estudo longitudinal, analisamos os efeitos moderadores da justiça organizacional entre as características do trabalho e a satisfação laboral. Um total de 593 trabalhadores de 42 empresas espanholas responderam aos questionários em dois momentos temporais. Os resultados mostraram que as características da tarefa e as sociais assim como a justiça distributiva em tempo 1 prediz a satisfação laboral em tempo 2. Além disso, encontrou-se um efeito de interação entre as características da tarefa e a justiça interacional sobre a satisfação laboral. Conclui-se que além do desenho do trabalho é importante levar em consideração que interações justas no trabalho podem incrementar a satisfação laboral.

La crisis económica ha implicado un aumento general de las demandas laborales y una reducción de las compensaciones, modificando la equidad en las relaciones laborales. En este estudio longitudinal, analizamos los efectos moduladores de la justicia organizacional entre las características del trabajo y la satisfacción laboral. 593 empleados de 42 empresas españolas contestaron el cuestionario en dos momentos temporales distintos. Los resultados mostraron que las características de la tarea y las sociales, así como la justicia distributiva en tiempo 1 predicen la satisfacción laboral en tiempo 2. Además, se encontró un efecto de interacción entre las características de tarea y la justicia interaccional sobre la satisfacción laboral. En conclusión, además del diseño del puesto es importante tener en cuenta que interacciones justas en el trabajo pueden incrementar la satisfacción laboral.

Validación de la versión española de la Escala de Trabajo Emocional de Frankfurt / Validation of the Spanish version of the Frankfurt Emotion Work Scales

Este estudio presenta el análisis de validez y fiabilidad del cuestionario Frankfurt Emotion Work Scales (FEWS), que evalúa el trabajo emocional de los empleados del sector servicios. El trabajo emocional es un término acuñado por Hochschild (1983) y se define como la expresión de emociones organizacionalmente deseables para influir en las interacciones con los clientes en el trabajo. Los resultados muestran una estructura final de 6 factores: Expresar emociones (positivas, negativas y neutras), Sensibilidad requerida, Control de la interacción y Disonancia emocional. El análisis de las puntuaciones de las subescalas muestra que las emociones más frecuentemente expresadas son las positivas, mientras que las emociones negativas son las que se expresan con menos frecuencia (AU)

This study presents the validity and reliability analysis of a questionnaire that assesses emotion work in the service sector. Emotion work is a term introduced by Hochschild (1983) and it refers to the expression of organizationally desirable emotions to influence the interactions with clients at work. The results show a 6-factor structure: Requirement to display Positive, Negative and Neutral Emotions, Sensitivity Requirements, Interaction Control and Emotional Dissonance. The analysis of the sub-scale scores reveals that the most frequently expressed emotions are positive, whereas negative emotions are expressed less frequently (AU)

[Validation of the Spanish version of the Frankfurt Emotion Work Scales]. / Validación de la versión española de la Escala de Trabajo Emocional de Frankfurt.

This study presents the validity and reliability analysis of a questionnaire that assesses emotion work in the service sector. Emotion work is a term introduced by Hochschild (1983) and it refers to the expression of organizationally desirable emotions to influence the interactions with clients at work. The results show a 6-factor structure: Requirement to display Positive, Negative and Neutral Emotions, Sensitivity Requirements, Interaction Control and Emotional Dissonance. The analysis of the sub-scale scores reveals that the most frequently expressed emotions are positive, whereas negative emotions are expressed less frequently.