Browsing by Author "Harris C"

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    Perceived organisational support and well-being: The role of psychological capital as a mediator
    (AOSIS, 2018-10-01) Roemer A; Harris C
    Orientation: Today’s competitive work environment requires organisations and employees to successfully cope with challenges to maintain healthy levels of well-being. It is, therefore, imperative to investigate which organisational and psychological factors contribute to well-being in employees. Research purpose: This study served to analyse whether psychological capital (PsyCap) mediates the relationship between perceived organisational support (POS) and well-being. Motivation for the study: In light of the positive psychology movement, this study aimed to investigate how positive constructs actively contribute to employee well-being. Knowledge of organisational and psychological factors that enhance well-being in employees will be of great benefit to organisations that aim to create positivity in the workplace in order to avoid the negative consequences of work-related stress and a toxic work environment. Research approach/design and method: A cross-sectional, non-experimental design, applying convenience and snowball sampling, was used to recruit 159 South African employees who completed an online survey that assessed the constructs under investigation. Main findings: It was found that POS, PsyCap and well-being are positively correlated to one another. Moreover, hierarchical regression analyses revealed that PsyCap fully mediates the relationship between POS and well-being. Practical/managerial implications: These findings imply that organisations should be committed to target their employees’ PsyCap to enhance well-being in their workforce. Contribution/value-add: The findings show that it is not sufficient just to provide organisational support to enhance well-being. Organisations also need to acknowledge the important role of their employees’ PsyCap to ensure that they are well equipped to deal with challenges in the workplace while maintaining healthy levels of well-being.
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    Work and family interaction management: the case for zigzag working
    (Taylor and Francis Group, 2024-08-21) Harris C; Haar J
    The present study seeks to advance understanding of the interaction of work and family roles. Typically, while the intersection of these domains is established as either being detrimental (i.e. work-family conflict) or beneficial (i.e. work-family enrichment), we argue there is a fundamental issue with timing. Specifically, we offer zigzag working as an approach to understanding how work and family interact. We suggest, rather than roles operating separately (e.g. work to family or family to work), the reality of work is where employees have work and family roles intersecting simultaneously. We believe this provides unique insights for those with dependent responsibilities, representing potentially both a unique challenge and benefit. Our study has two samples (n = 318 employees and n = 373 managers) and we find support for zigzag working at the day-level and while it is positively related to work-family conflict dimensions it is also positively related to happiness. Overall, our paper offers a new lens on work-family border negotiation, providing empirical evidence showing that zigzag working does occur and that it appears to have unique properties. Importantly, zigging and zagging around work and dependents during a typical day represents both positive and negative effects, highlighting a unique occurrence within the literature.