Massey Documents by Type

Permanent URI for this communityhttps://mro.massey.ac.nz/handle/10179/294

Browse

Filters

2021 - 202522

Settings

Author: search.filters.author.Haar JStart date: 2020

Search Results

Now showing 1 - 10 of 22
  • Thumbnail Image
    Item
    Perceived Organisational Support, Work-Life Balance, and Employee Engagement and Job Satisfaction: A Moderated Mediation Study of Grandparent Status
    (John Wiley and Sons Australia, Ltd, 2025-10-03) Harris C; Haar J; Myers B
    While older workers have received considerable attention from researchers, far less is known about the work experiences of grandparents. This study examines how perceived organisational support (POS) influences work-life balance (WLB) and work outcomes (employee engagement and job satisfaction) with grandparent status as a moderator. Using a moderated mediation model tested on 783 New Zealand employees (including 155 grandparents) with the PROCESS macro, we find support for all direct effects. Importantly, when POS is high, grandparents report significantly higher WLB than non-grandparents. Moderated mediation analyses further show that the indirect effect of POS on engagement and job satisfaction, via WLB, is strongest for grandparents. These findings position grandparents as a distinct and often under-recognised segment of the workforce, suggesting they may engage with social exchange relationships in unique ways. For HR practice, this recognition goes beyond demographic categorisation—it calls for a critical evaluation of policies related to flexibility, leave, and wellbeing through the lens of later-life caregiving responsibilities. By doing so, HR practitioners can better support the engagement and retention of this group, while researchers are encouraged to consider grandparent status as a meaningful variable in future HRM scholarship.
  • Thumbnail Image
    Item
    Employee change orientation (echo) framework: A meta-review and taxonomy
    (Cambridge University Press in association with Australian and New Zealand Academy of Management, 2025-10-01) Brazzale P; Cooper-Thomas H; Smollan RK; Haar J
    Given the ubiquity of organizational change, it is fitting that considerable research has focused on employees’ responses to change, much of it collated in review articles. With the aim of integrating this diverse review literature and providing an employee-centric theorization, we provide a meta-review, a systematic review of reviews. We present the meta-construct of employee change orientation (EChO), which aggregates employee responses, attitudes, behaviors, and the associated psychological mechanisms related to organizational change. Our meta-review includes 50 scholarly reviews published between 2001 and June 2025, drawing on 1,606 primary studies. Through a synthesis of these reviews, we present the EChO framework and taxonomy. We identify areas for improvement, particularly for research design, and generate key insights for change practitioners working with employees experiencing change. Our meta-review contributes by clarifying well-researched areas, extending theorizing, and highlighting the need for further research to understand how employee responses to change influence outcomes.
  • Thumbnail Image
    Item
    The southern initiative: How indigenous values inspire social innovation and impact
    (Cambridge University Press in association with Australian and New Zealand Academy of Management, 2025-09-08) Niu X; Mika J; Spiller C; Haar J; Rout M; Reid J; Karamaina T
    Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.
  • Thumbnail Image
    Item
    The impact of formal workplace coaching on employee outcomes: a matched sample analysis
    (Taylor and Francis Group, 2025-08-21) Mowat JW; Haar J; Forsyth D
    The manager-as-coach model, where supervisors enhance the development and performance of their direct reports (employees) by adopting a ‘coaching’ leadership style, has grown in popularity. For human resource development (HRD), the purported benefits include improved employee performance, organisational commitment, and reduced turnover intentions. Guided by Social Exchange Theory and Leader-Member Exchange Theory, we compared a matched sample (n = 412) of New Zealand-based employees across diverse sectors and industries, half who received formal workplace coaching from their supervisor (coached group) and half who did not (no-coach group). After conducting a multi-group confirmatory factor analysis and comparing latent means, we found that the formally coached group experienced stronger meaningful work and organisational citizenship behaviours (individual and organisational). Unexpectedly, turnover intentions and counter-productive work behaviours (CWB) did not differ between groups. This suggests that whilst formally coached employees felt obliged to improve positive work-related outcomes (i.e. meaningful work and OCB), the effect was too weak to reduce negative work-related attitudes and behaviours (i.e. turnover intentions and CWBs). Consequently, we discuss alternative explanations to account for this inconsistency, along with recommendations for HRD practitioners and future research.
  • Thumbnail Image
    Item
    The Wheel of Work and the Sustainable Livelihoods Index (SL-I)
    (MDPI (Basel, Switzerland), 2025-07-09) Carr S; Hopner V; Meyer I; Di Fabio A; Scott J; Matuschek I; Blake D; Saxena M; Saner R; Saner-Yiu L; Massola G; Atkins SG; Reichman W; Saltzman J; McWha-Hermann I; Tchagneno C; Searle R; Mukerjee J; Blustein D; Bansal S; Covington IK; Godbout J; Haar J; Rosen MA
    The concept of a sustainable livelihood affords protection from crises and protects people, including future generations. Conceptually, this paper serves as a study protocol that extends the premises of decent work to include and integrate criteria that benefit people, planet, and prosperity. Existing measures of sustainability principally serve organisations and governments, not individual workers who are increasingly looking for ‘just transitions’ into sustainable livelihoods. Incorporating extant measurement standards from systems theory, vocational psychology, psychometrics, labour and management studies, we con ceptualise a classification of livelihoods, criteria for their sustainability, forming a study protocol for indexing these livelihoods, a set of theory-based propositions, and a pilot test of this context-sensitive model.
  • Thumbnail Image
    Item
    Dare to Sell! Impacts of “Make and/or Buy” Decision Strategies on Outbound Open Innovation
    (RADMA and John Wiley and Sons Ltd., 2025-03-10) Aliasghar O; Sadeghi A; Haar J; Jafari-Sadeghi V
    This study adds to the previous literature on outbound open innovation (OI)—that is, external knowledge commercialization activities—by exploring the effects of “make and/or buy decisions” on outbound OI. Notwithstanding the critical role of outbound OI in shaping firms' competitive advantages, there has been a notable gap in research regarding the drivers of outbound OI. Drawing on the knowledge-based view, this empirical paper addresses this research gap by exploring an array of identified determinates of outbound OI. Through analyzing 468 New Zealand firms, we found that larger and more established firms show a stronger connection between research and development (R&D) investment and outbound OI, whereas smaller firms benefit more from external knowledge sourcing. Additionally, inbound OI positively affects outbound OI, yet the effect diminishes with more international collaborations. Interestingly, small and medium-sized enterprises (SMEs) favor formal appropriation strategies, such as patents and contracts, while larger firms prioritize informal methods, such as secrecy.
  • Thumbnail Image
    Item
    The impact of Covid-19 on employee job insecurity andwellbeing: a conservation of resources theory approach
    (Taylor and Francis Group on behalf of the Royal Society of New Zealand, 2025-02-10) Haar J; Brougham D; Ghafoor A
    Job insecurity is detrimental to employee wellbeing. However, we understand little about how unforeseen external shocks, such as Covid-19, might shape these perceptions. We explore how job changes during the Covid-19 lockdown notification period impacted New Zealand employees’ wellbeing (anxiety, depression, life satisfaction, happiness), hypothesising that these changes heightened job insecurity, leading to poorer wellbeing, using Conservation of Resources (COR) theory. Using data from 628 employees, we explore differences in outcomes between pre- and post-lockdown notification respondents and find non-significant differences in wellbeing and job insecurity, but significant increases in Covid-19 job changes. We then used a follow-up survey on N = 323 employees and compared relationships one month later into lockdown using change-over-time analysis. Here, we find relatively stable wellbeing with only life satisfaction dropping significantly, with Covid-19 job changes increasing significantly. Structural equation modelling shows that Covid-19 job changes influence job insecurity, which, in turn, influences wellbeing, and this holds for both data sets, including the change-over-time data. Using COR Principles, we discuss that in such uncontrollable and unforeseeable external events, employees adopt a defensive mode, acknowledging job changes due to Covid-19 but resisting job insecurity perceptions.
  • Thumbnail Image
    Item
    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.
  • Thumbnail Image
    Item
    What are the odds of burnt-out risk and leaving the job? Turnover intent consequences of worker burnout using a two sample New Zealand study
    (John Wiley and Sons Ltd, 2023-03) Haar J
    Job burnout is a pressing issue for organizations, and this study explores the new Burnout Assessment Tool (BAT), which provides a robust calculation of burnt-out risk. Next, the odds of high turnover intentions from burnt-out risk are calculated using two samples: (1) N = 709 employees and (2) N = 313 managers. Analysis shows the odds of burnt-out risk are higher for managers (17%) than employees (8%). High burnt-out risk in employees shows a 47% likelihood of high turnover intent versus 13% for employees with nonburnt-out risk. High burnt-out risk in managers shows a 51% likelihood of high turnover intent versus 12% for managers with nonburnt-out risk. Furthermore, moderating effects of supervisor organizational embodiment were found to interact with burnt-out risk for employees only, showing the highest turnover intent when embodiment is high, reflecting the potential backlash against the organization.
  • Thumbnail Image
    Item
    Smartdevice use in a COVID-19 world: Exploring work–family conflict and turnover intentions
    (John Wiley and Sons Australia, Ltd on behalf of Australian Human Resources Institute (AHRI), 2023-10-19) Wilkinson S; Haar J
    Technology has made life more complex, and mobile working (mWork) captures the way employees’ smart-device use (e.g. smartphones, laptops etc.) can facilitate working during family time at home and what the effects of this use are. Engaging in mWork is expected to be detrimental to employee outcomes. In this study, mWork is explored as it relates to turnover intentions and work–family and family–work conflict, with conflict expected to mediate the influence on turnover. Furthermore, given the potential dynamics from gender and parental status, these are both included as moderators, and ultimately a moderated mediation model is tested. Using data from 419 New Zealand employees just after New Zealand's lockdown finished in May 2020, there is overall strong support found for the direct and mediation hypotheses. Overall, mWork influences turnover intentions by blurring the line between work and personal life (leading to higher work–family and family–work conflict), and these also influence turnover intentions.