University of Groningen
Enhancing Blended Working Arrangements and Individual Work Performance
Wörtler, Burkhard
DOI:
10.33612/diss.170826946
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Publication date:
2021
Link to publication in University of Groningen/UMCG research database
Citation for published version (APA):
Wörtler, B. (2021). Enhancing Blended Working Arrangements and Individual Work Performance.
University of Groningen. https://doi.org/10.33612/diss.170826946
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Enhancing Blended Working Arrangements and
Individual Work Performance
Propositions
1. Blended working arrangements allow both blending of onsite and offsite working and time-independent working and, thus, provide employees with significant work-related autonomy.
2. For employees with a strong autonomy orientation or with a weak personal need for structure, blended working arrangements, relative to traditional working arrangements, increase both the perceived attrac-tiveness of an organization and the intention to show organizational citizenship behavior. (this dissertation)
3. Employees tend to perceive blended working as more effective for them when they perceive empowering behaviors from their leaders. (this dissertation)
4. The trend towards the adoption of blended working arrangements will be accelerated due to the COVID-19 pandemic.
5. To make better-informed decisions in using blended working arrange-ments one should take employee factors such as preferences and psychological needs, as well as contextual factors such as leadership style, into account. (this dissertation)
6. Work performance has several dimensions including organizational citizenship behavior and proactive behavior.
7. The satisfaction of each basic psychological need (i.e., autonomy, competence, and relatedness) in the workplace is positively associated with employees showing organizational citizenship behavior and with them experiencing work engagement. (this dissertation)
8. The associations between the satisfaction of basic psychological needs and both organizational citizenship behavior and work engagement do not vary as a function of the strength of an employee’s corresponding needs. (this dissertation)
9. Experiencing a sense of vitality in the workplace is conducive to employees showing proactive behavior, but this may depend on an employee’s personal fear of invalidity. (this dissertation)
