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Author: search.filters.author.Haar JSubject: search.filters.subject.New Zealand

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    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.
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    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.
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    An optimisation process to motivate effective adoption of BIM for refurbishment of complex buildings in New Zealand
    (Higher Education Press Limited Company. Publishing services by Elsevier B.V. on behalf of KeAi Communications Co. Ltd., 2019-12) Okakpu A; GhaffarianHoseini A; Tookey J; Haar J; Ghaffarian Hoseini A
    Despite the multidisciplinary networks involved in refurbishment of complex building projects, the lack of BIM adoption signifies lack of real BIM benefits towards acceptance of BIM within Architecture, Engineering and Construction (AEC). To this end, this study empirically examines the potential real benefits between traditional network and BIM network for a real-time refurbishment case study project, through agent-based simulation modelling. A social network analysis theory is adapted to model the project interaction networks and a BIM prototype network. An assessment of the main stakeholders for BIM perception is carried out. We offered three prototype interaction networks for comparison of real BIM benefit. An agent-based Bayesian network model is used to simulate the propagation of design error within the project networks. The result of the analysis show that BIM project diffuses error efficiently, while stakeholders recovers faster and nearly at the same time than traditional network. The optimised network shows better performance to the traditional network, when there is early involvement of subcontractors. The main contribution of this study is providing a novel approach to compare real benefits for traditional method to BIM method for refurbishment project and to provide avenue for project stakeholders to optimise their interaction through adoption of BIM.