In responding to technological, economic, and societal developments, including the COVID-19 pandemic, organizations are increasingly adopting blended working arrangements where employees can smoothly blend onsite and offsite working and have flexibility as to when they work. This new way of working is made possible by high-quality information and communication technology (ICT) that enables activities such as online consultations and meetings and digital cloud-based document collaboration. Further, in today’s workplaces, being proactive, bringing about change that benefits the organization, and helping colleagues are some of the significant aspects of an employee’s work performance. A key finding of the present dissertation is that the extent to which employees respond favorably to blended working arrangements depends on their autonomy orientation and on their personal need for structure. As such, blended working arrangements are more likely to be effective if they fit with – or are otherwise tailored to – relevant psychological attributes and needs of the individual employee. More generally, the findings indicate that experiencing one’s basic psychological needs as being fulfilled in the workplace is conducive to various desirable aspects of an employee’s work performance. Further, the results suggest that an empowering leadership style can support blended working. In conclusion, considering both individual factors, such as psychological needs, and contextual factors, such as leadership style, is likely to lead to better-informed decisions in using blended working arrangements.
|Qualification||Doctor of Philosophy|
|Place of Publication||[Groningen]|
|Publication status||Published - 2021|