Effect Of Polychronicity, Functional Flexibility, Work Engagement and Job Embeddedness on Employee Performance- A PLS-SEM Approach
Keywords:
Polychronicity, Functional Flexibility, Work Engagement, Job Embeddedness, Employee Performance, Healthcare Sector, PLS-SEM
Abstract
Purpose: The purpose of this study is to design a conceptual model to empirically examine the relationships among key variables affecting employee performance in the healthcare sector. Specifically, the model identifies four key factors—polychronicity, functional flexibility, work engagement, and job embeddedness—as hypothesized predictors influencing employee performance in the healthcare sector.
Design/Methodology/Approach: Data were collected from healthcare professionals, predominantly doctors, nurses, paramedical staff, technicians, and administrative personnel, using an adapted instrument to measure the variables of interest. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), a robust analytical technique that allows for the validation of complex structural models and the examination of hypothesized path relationships. This approach was chosen to ensure a comprehensive evaluation of the relationships among the variables within the research framework.
Findings: The results revealed significant positive relationships between polychronicity, functional flexibility, work engagement, and job embeddedness, with employee performance in the healthcare sector. The findings suggest that healthcare professionals who exhibit higher levels of polychronicity and functional flexibility are more likely to demonstrate greater work engagement and stronger job embeddedness, ultimately leading to improved job performance.
Practical Implications: The study provides valuable insights for healthcare management and policymakers, highlighting the importance of fostering polychronicity, enhancing functional flexibility, and promoting work engagement and job embeddedness to improve employee performance. Interventions aimed at enhancing these factors could lead to better healthcare service delivery and higher employee satisfaction.
Originality/Value: This study is one of the first to integrate polychronicity, functional flexibility, work engagement, and job embeddedness within a healthcare context, offering a novel perspective on factors influencing employee performance. It contributes to both academic literature and practical strategies in healthcare management.
References
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26. Radaelli, G., Lettieri, E., Mura, M., & Spiller, N. (2014). Knowledge sharing and innovative work behaviour in healthcare: A micro‐level investigation of direct and indirect effects. Creativity and innovation management, 23(4), 400-414.
27. Rahimnia, F., Nosrati, S., & Eslami, G. (2022). Antecedents and outcomes of job embeddedness among nurses. The Journal of Social Psychology, 162(4), 455-470.
28. Reitz, O. E., & Anderson, M. A. (2021). An overview of job embeddedness. Journal of Professional Nursing, 27(5), 320-327.
29. Ringle, C. M., & Sarstedt, M. (2016). Gain more insight from your PLS-SEM results: The importance-performance map analysis. Industrial management & data systems, 116(9), 1865-1886.
30. Ringle, C. M., Sarstedt, M., Sinkovics, N., & Sinkovics, R. R. (2023). A perspective on using partial least squares structural equation modelling in data articles. Data in Brief, 48, 109074.
31. Salvador, R. O., Gnanlet, A., & McDermott, C. (2021). The impact of the use of employee functional flexibility on patient safety. Personnel Review, 50(3), 971-984.
32. Sarstedt, M., Hair Jr, J. F., & Ringle, C. M. (2023). “PLS-SEM: indeed a silver bullet”–retrospective observations and recent advances. Journal of Marketing theory and Practice, 31(3), 261-275.
33. Shantz, A., Alfes, K., & Whiley, L. (2016). HRM in healthcare: the role of work engagement. Personnel Review, 45(2), 274-295.
34. Soper, D. (2023). Free statistics calculators. https://danielsoper.com/. SPSS Tutorial. (2023). Effect size – A quick guide. https://www.spss-tutorials. com/effect-size/#linear-regression.
35. Szilvassy, P., & Širok, K. (2022). Importance of work engagement in primary healthcare. BMC health services research, 22(1), 1044.
36. Trinchero, E., Farr-Wharton, B., & Brunetto, Y. (2019). A social exchange perspective for achieving safety culture in healthcare organizations. International Journal of Public Sector Management, 32(2), 142-156.
37. Van Rossum, L., Aij, K. H., Simons, F. E., van der Eng, N., & Ten Have, W. D. (2016). Lean healthcare from a change management perspective: the role of leadership and workforce flexibility in an operating theatre. Journal of health organization and management, 30(3), 475-493.
38. Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R. J., & Van Beek, S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health, 12, 1-9.
39. Waheed, J., Jun, W., Yousaf, Z., Radulescu, M., & Hussain, H. (2021, July). Towards employee creativity in the healthcare sector: investigating the role of polychronicity, job engagement, and functional flexibility. In Healthcare (Vol. 9, No. 7, p. 837). MDPI.
40. Westland, J. C. (2010). Lower bounds on sample size in structural equation modeling. Electronic commerce research and applications, 9(6), 476-487.
41. Wingerden, J. V., Bakker, A. B., & Derks, D. (2016). A test of a job demands-resources intervention. Journal of Managerial Psychology, 31(3), 686-701.
42. Wise, S., Duffield, C., Fry, M., & Roche, M. (2017). Workforce flexibility–in defence of professional healthcare work. Journal of health organization and management, 31(4), 503-516.
43. Xiaolong, T., Gull, N., Asghar, M., & Jianmin, Z. (2021). The relationship between polychronicity and job-affective well-being: The moderator role of workplace incivility in healthcare staff. Work, 70(4), 1267-1277.
44. Yousaf, Z., Majid, A., & Yasir, M. (2021). Is polychronicity a panacea for innovative work behavior among nursing staff? Job embeddedness and moderating role of decentralization. European Journal of Innovation Management, 24(1), 173-189.
2. AlEssa, H. S., & Durugbo, C. M. (2022). Systematic review of innovative work behavior concepts and contributions. Management Review Quarterly, 72(4), 1171-1208.
3. Åmo, B. W. (2016). Employee innovation behaviour in health care: the influence from management and colleagues. International nursing review, 53(3), 231-237.
4. Ancarani, A., Mauro, C. D., & Giammanco, M. D. (2019). Linking organizational climate to work engagement: A study in the healthcare sector. International Journal of Public Administration, 42(7), 547-557.
5. Anjum, A., & Zhao, Y. (2022). The impact of stress on innovative work behavior among medical healthcare professionals. Behavioral sciences, 12(9), 340.
6. Anser, M. K., Yousaf, Z., Sharif, M., Yijun, W., Majid, A., & Yasir, M. (2022). Investigating employee creativity through employee polychronicity and employee resilience: a glimpse of nurses working in the health-care sector. European Journal of Innovation Management, 25(1), 39-54.
7. Brunetto, Y., Xerri, M., & Farr‐Wharton, B. (2020). Comparing the role of personal and organisational support on the innovative behaviour of frontline healthcare workers in Australia and the United States. Australian Journal of Public Administration, 79(3), 279-297.
8. Dechawatanapaisal, D. (2017). The mediating role of organizational embeddedness on the relationship between quality of work life and turnover: Perspectives from healthcare professionals. International Journal of Manpower, 38(5), 696-711.
9. Desombre, T., Kelliher, C., Macfarlane, F., & Ozbilgin, M. (2016). Re‐organizing work roles in health care: Evidence from the implementation of functional flexibility. British Journal of Management, 17(2), 139-151.
10. Di Vincenzo, F., & Iacopino, V. (2022). ‘Catching the new’: Exploring the impact of professional networks on innovative work behavior in healthcare. Creativity and Innovation Management, 31(1), 141-151.
11. El-Sayed, A. A. I., Asal, M. G. R., Shaheen, R. S., & Abdelaliem, S. M. F. (2023). Job embeddedness and missed nursing care at the operating theatres: the mediating role of polychronicity. BMC nursing, 22(1), 458.
12. F. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European business review, 26(2), 106-121.
13. Fu, Q., Cherian, J., Ahmad, N., Scholz, M., Samad, S., & Comite, U. (2022). An inclusive leadership framework to foster employee creativity in the healthcare sector: the role of psychological safety and polychronicity. International journal of environmental research and public health, 19(8), 4519.
14. Gibbs, Z., & Duke, G. (2021). Job embeddedness: The differences between registered nurses and healthcare assistants. Western Journal of Nursing Research, 43(6), 530-541.
15. Grigoroudis, E., & Zopounidis, C. (2012). Developing an employee evaluation management system: the case of a healthcare organization. Operational research, 12, 83-106.
16. Guo, R., Berkshire, S. D., Fulton, L. V., & Hermanson, P. M. (2019). Predicting intention to use evidence-based management among US healthcare administrators: application of the theory of planned behavior and structural equation modeling. International Journal of Healthcare Management, 12(1), 25-32.
17. Hair, J.F., Hult, G.T.M., Ringle, C.M. and Sarstedt, M. (2017a), A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 2nd edition, Sage, Thousand Oaks, CA.
18. Howard, M. C., & Cogswell, J. E. (2023). A meta-analysis of polychronicity: Applying modern perspectives of multitasking and person-environment fit. Organizational Psychology Review, 13(3), 315-347.
19. Kaiser, S., Patras, J., Adolfsen, F., Richardsen, A. M., & Martinussen, M. (2020). Using the job demands–resources model to evaluate work-related outcomes among Norwegian health care workers. Sage Open, 10(3), 2158244020947436.
20. Kanste, O. (2011). Work engagement, work commitment and their association with well‐being in health care. Scandinavian journal of caring sciences, 25(4), 754-761.
21. Kumar, P. (2022). Internal flexibility in health-care organizations: a value-laden perspective on sustainability. International Journal of Organizational Analysis, 30(3), 721-742.
22. Marasi, S., Cox, S. S., & Bennett, R. J. (2016). Job embeddedness: is it always a good thing?. Journal of Managerial Psychology, 31(1), 141-153.
23. Oppi, C., Bagheri, A., & Vagnoni, E. (2020). Antecedents of innovative work behaviour in healthcare: does efficacy play a role?. International Journal of Public Sector Management, 33(1), 45-61.
24. Palumbo, R. (2021). Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations. Journal of Health Organization and Management, 35(8), 1025-1045.
25. Palumbo, R. (2021). Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations. Journal of Health Organization and Management, 35(8), 1025-1045.
26. Radaelli, G., Lettieri, E., Mura, M., & Spiller, N. (2014). Knowledge sharing and innovative work behaviour in healthcare: A micro‐level investigation of direct and indirect effects. Creativity and innovation management, 23(4), 400-414.
27. Rahimnia, F., Nosrati, S., & Eslami, G. (2022). Antecedents and outcomes of job embeddedness among nurses. The Journal of Social Psychology, 162(4), 455-470.
28. Reitz, O. E., & Anderson, M. A. (2021). An overview of job embeddedness. Journal of Professional Nursing, 27(5), 320-327.
29. Ringle, C. M., & Sarstedt, M. (2016). Gain more insight from your PLS-SEM results: The importance-performance map analysis. Industrial management & data systems, 116(9), 1865-1886.
30. Ringle, C. M., Sarstedt, M., Sinkovics, N., & Sinkovics, R. R. (2023). A perspective on using partial least squares structural equation modelling in data articles. Data in Brief, 48, 109074.
31. Salvador, R. O., Gnanlet, A., & McDermott, C. (2021). The impact of the use of employee functional flexibility on patient safety. Personnel Review, 50(3), 971-984.
32. Sarstedt, M., Hair Jr, J. F., & Ringle, C. M. (2023). “PLS-SEM: indeed a silver bullet”–retrospective observations and recent advances. Journal of Marketing theory and Practice, 31(3), 261-275.
33. Shantz, A., Alfes, K., & Whiley, L. (2016). HRM in healthcare: the role of work engagement. Personnel Review, 45(2), 274-295.
34. Soper, D. (2023). Free statistics calculators. https://danielsoper.com/. SPSS Tutorial. (2023). Effect size – A quick guide. https://www.spss-tutorials. com/effect-size/#linear-regression.
35. Szilvassy, P., & Širok, K. (2022). Importance of work engagement in primary healthcare. BMC health services research, 22(1), 1044.
36. Trinchero, E., Farr-Wharton, B., & Brunetto, Y. (2019). A social exchange perspective for achieving safety culture in healthcare organizations. International Journal of Public Sector Management, 32(2), 142-156.
37. Van Rossum, L., Aij, K. H., Simons, F. E., van der Eng, N., & Ten Have, W. D. (2016). Lean healthcare from a change management perspective: the role of leadership and workforce flexibility in an operating theatre. Journal of health organization and management, 30(3), 475-493.
38. Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R. J., & Van Beek, S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health, 12, 1-9.
39. Waheed, J., Jun, W., Yousaf, Z., Radulescu, M., & Hussain, H. (2021, July). Towards employee creativity in the healthcare sector: investigating the role of polychronicity, job engagement, and functional flexibility. In Healthcare (Vol. 9, No. 7, p. 837). MDPI.
40. Westland, J. C. (2010). Lower bounds on sample size in structural equation modeling. Electronic commerce research and applications, 9(6), 476-487.
41. Wingerden, J. V., Bakker, A. B., & Derks, D. (2016). A test of a job demands-resources intervention. Journal of Managerial Psychology, 31(3), 686-701.
42. Wise, S., Duffield, C., Fry, M., & Roche, M. (2017). Workforce flexibility–in defence of professional healthcare work. Journal of health organization and management, 31(4), 503-516.
43. Xiaolong, T., Gull, N., Asghar, M., & Jianmin, Z. (2021). The relationship between polychronicity and job-affective well-being: The moderator role of workplace incivility in healthcare staff. Work, 70(4), 1267-1277.
44. Yousaf, Z., Majid, A., & Yasir, M. (2021). Is polychronicity a panacea for innovative work behavior among nursing staff? Job embeddedness and moderating role of decentralization. European Journal of Innovation Management, 24(1), 173-189.
Published
2024-08-30
How to Cite
Sonisha Chandra, & Prof. Manish Gupta. (2024). Effect Of Polychronicity, Functional Flexibility, Work Engagement and Job Embeddedness on Employee Performance- A PLS-SEM Approach. Revista Electronica De Veterinaria, 25(2), 1619-1630. https://doi.org/10.69980/redvet.v25i2.1916
Section
Articles
