By Eugenia Neri Mini (22-23)

Engagement is an important measure of employee wellbeing. Research has consistently shown that engagement has a multitude of beneficial outcomes. Employees who are engaged tend to exhibit greater organisational commitment, improved health, extra role behaviours, greater performance, and lower absenteeism and turnover. For this reason, it is important for employers and researchers to understand the development of employee engagement.

One model of engagement is the Job Demands Resource Model (JD-R). This theory argues that job characteristics can be split into two categories: resources and demands. Resources are physical or psychological aspects of the role which create motivation and lead to positive outcomes. These include things like autonomy, social support, feedback, etc. Demands are physical or psychological aspects of the role which require sustained effort and can lead to negative consequences like burnout. Demands include workload, role ambiguity and interpersonal conflict. Resources and demands instigate two distinct psychological processes. Resources instigate a motivational pathway in which resources energise and motivate employees which subsequently leads to engagement. Chronic demands with little to no recovery or scare resources lead to a depletion of energy and resources which leads to the development of burnout, known as the health impairment pathway.

According to JD-R Theory, employees can proactively alter their job characteristics through a process called job crafting. Job crafting is a bottom-up process which allows employees to find better job-person fit. In the JD-R Model job crafting is seen as way to proactively optimize resources and demands. There are four types of job crafting behaviours: crafting to increase structural resources (increase autonomy, task variety and development opportunity), social resources (increase feedback and social support), challenging demands (increase challenging opportunities), and crafting to decrease hindering demands (reduce emotional and cognitive demands). Recent research has demonstrated that these four types of job crafting are unique and have different relationships with employee wellbeing outcomes. For this reason, my study looked to examine the unique effects of job crafting behaviour on employee wellbeing, measured as engagement and job satisfaction.

Firstly, the study looked to examine whether autonomy, a well-known antecedent to job crafting, predicts all types of job crafting behaviours. Secondly, the study looked to test the motivational pathway outlined in the JD-R model by examining whether autonomy predicted engagement and job satisfaction. Thirdly, the study examined whether the different job crafting dimensions had different relationships with wellbeing. Lastly, the study looked to see whether certain job crafting dimensions mediated the relationship between autonomy and wellbeing.

            The study found that as expected, autonomy predicts engagement and job satisfaction. The study also found that autonomy predicted some types of job crafting behaviour: those being crafting for structural resources and challenging demands. Additionally, crafting for structural resources and challenging demands positively predicted engagement. Furthermore, the study found evidence that job crafting partially explains the relationship between autonomy and engagement. Specially, mediation results showed that crafting for structural resources and challenging demands explained part of this relationship. Crafting to increase social resources and hindering demands did not contribute to this relationship. As for job satisfaction, the study found that no type of job crafting behaviour significantly predicted job satisfaction. There were also no significant results for the mediating role of job crafting in the relationship between autonomy and job satisfaction.

            Theoretically the study shows that job crafting subtypes are indeed unique. Not all job crafting behaviours are predicted by the same antecedents and not all job crafting behaviours lead to the same outcomes. For researchers and practitioners this means job crafting should not be treated as a homogenous concept but rather care should be taken to understand the different types of job crafting and their impact.

​​            Another implication of the findings is that job crafting can be a powerful way for employees to increase their levels of engagement. Practically, given that job crafting occurs in the workplace, managers should be aware of what job crafting is so they can promote the behaviour and ensure the activities appropriately contribute to organisational goals. Job crafting interventions should focus on sharing the beneficial results of structural and challenge crafting with leadership as well as employees. Managers can positively contribute by granting employees autonomy, which will increase their efficacy by indicating to employees that they have the power to take initiative and shape their roles. Managers can also contribute by encouraging “stretch” assignments. This means having employees take on difficult but achievable goals. These stretch opportunities will promote crafting for structural resources and challenge demands and keep employees interested. It seems that when challenge is reduced the environment becomes less stimulating therefore reducing motivation and engagement in employees.

As for workplace interventions, research has found that job crafting interventions are comparably effective as health promotion and leadership training interventions in improving engagement. Therefore, job crafting interventions should be added to the repertoire of options for improving employee wellbeing. Additionally, oftentimes top-down interventions are not as effective as promised and one of the contributing factors is that they are not participatory – they do not involve a large part of employees. Oftentimes they are decided by leadership with little consultation with the wider population. Contrastingly job crafting offers a solution that gives agency to every employee and is inherently participative. 

In conclusion, job crafting offers a promising avenue to increase employee engagement. Additionally, job crafting behaviour has been shown to have a contagion effect, meaning that once one employee starts crafting it may encourage other employees to do so as well. This study suggests the promotion of job crafting behaviour in the workplace is a worthwhile avenue to promote employee wellbeing.

By Suki Johal (22-23)

Introduction:

The Life Sciences Industry (LSI) plays a crucial role in the UK’s employment landscape, particularly in STEM (science, technology, engineering, and mathematics) roles. A parliamentary report addressing diversity and inclusion in STEM emphasises the importance of a continuous flow of talent for the UK economy. However, the report notes disparities in the distribution of opportunities across society, with women, individuals from specific ethnic backgrounds, and those from disadvantaged socio-economic backgrounds consistently underrepresented in STEM education, training, and employment (UK Parliament, 2023).

Exploring the Intersections:

We set about exploring and enhancing the existing, albeit limited, literature on the intersection of ethnicity, gender, and motherhood in the context of career development for women of Indian descent within the Life Sciences Industry (LSI). Conducting semi-structured interviews with thirteen women aged 35-55 working across diverse roles in a major pharmaceutical organisation, the research identified three overarching themes, shaped significantly by Indian and varying generational values concerning motherhood and career pursuits.

Our findings revealed despite their high qualifications and eagerness to contribute, British Indian women, frequently experience underemployment restrained by self-imposed or systemic limitations. Notably, the trajectory to leadership positions in the LSI is perceived as an overtly exclusive privilege for white males, relegating women, ethnic minorities, and mothers to predominantly individual contributors or lower-middle management roles.

A Paradox of Passion and Struggle:

Despite being underrepresented, undervalued, underemployed and therefore, underpaid paradoxically, participants referred passionately to their work holding a sense of purpose and meaning from their work. These women aspire to utilise their skills and capabilities in service of patients but emphasise the need for a sense of belonging for themselves and other minority groups.

Practical Recommendations for Change:

1. Address the Ethnicity Pay Gap

A Department for Education report revealed women entering the labour market with higher qualifications than men earned less per hour from the outset (ONS, 2018). Logically, women opting for or needing to work part-time would face additional financial penalties. The ethnicity pay gap across the LSI remains undisclosed as companies cite practical challenges to collecting ethnicity data and yet employees may disclose their ethnicity if it contributes to rectifying pay imbalances. Posing the ethnicity-related question to all employees and assessing volunteered data for pay equity, enables the evaluation and implementation of measures to realign the salaries of the most affected.

2. Provide Practical Career Mentoring and Sponsorship

Female leaders who are also mothers within the LSI play a crucial role in offering essential guidance, reassurance and allyship to dispel myths and reshape perspectives on motherhood and career development. Mentorship and sponsorship programmes should be delivered through various modalities to maximise their impact and cater to the needs of both mentor and mentees. This may contribute to a shift in employees’ mindsets about women applying for promotions during pregnancy, maternity leave, or shared parental leave.

3. Encourage Male Shared Parental Leave

While UK-based companies offer shared parental leave in addition to the statutory paternity leave, very few fathers take advantage of the parental leave entitlement, often relying on mothers to take a career break. Highlighting the benefits of shared parental leave to both parents may help to address gender inequalities at both work and home. Men can form close bonds with their infants without work pressures, and women can pursue their careers without the added burden of childcare concerns. 

4. Collectively Tackle Diversity, Equity, and Inclusion (DEI) Gaps

The industry lacks a representation of female and ethnic minority leaders. Membership in industry forums that collaborate with LSI organisations to benchmark data and address leadership gaps in diversity, equity and inclusion should be deemed mandatory rather than optional. Participating in such forums enables companies to share best practices, showcasing a concerted effort within the LSI to rectify visible inequalities at all levels of leadership, thereby conveying this commitment to both current and prospective employees.

5. Allow Self-Enrolment in Leadership Development Programmes

Existing aspiring leader programmes may be inaccessible for minority groups seeking to enhance their leadership capabilities. Provided these individuals meet performance standards, granting them the opportunity to self-enrol circumvents any biases or misconceptions that managers may harbour regarding an employee’s career aspirations. Such programmes offer benefits at every level; participants develop their leadership skills and are better prepared for career development opportunities and organisations can identify previously overlooked employees for succession management, strengthening their talent pipeline.

6. Embed Inclusive Recruitment and Hiring Practices

Organisations are strongly encouraged to adopt inclusive recruitment and hiring practices. Taking inspiration from the NHS, organisations can actively encourage applications from underrepresented groups, explicitly stating this commitment at the end of each job advertisement. Such practices offer reassurances to those who don’t fit the traditional leadership mould but are actively welcome to shape a new diversified and strengthened leadership team. This not only enhances profitability and innovation (McKinsey, 2020) but also provides a more visible representation of a diverse employee base.

7. Embrace Hybrid Working Models and Technology

The COVID-19 pandemic highlighted many roles within the LSI, particularly client-facing positions, which can be effectively conducted virtually and do not necessarily require constant in-person presence. Embracing hybrid working models enables women to spend more time with their children and less time commuting, thereby contributing to a healthier work-life balance. Additionally, this approach minimises travel costs, allows employees to choose their place of residence, reduces the organisation’s carbon footprint, and optimises employee productivity.

Conclusion:

The peril faced by organisations looms large if they merely pay lip service to addressing inequalities while perpetuating the prevailing white male leadership paradigm. The genuine risk of an exodus of underrepresented talent seeking opportunities in more progressive competitor organisations is a tangible threat. It is incumbent upon the Life Sciences Industry not just to acknowledge these challenges but to implement the proposed recommendations actively and earnestly. Only through such proactive measures can the industry truly harness the diverse talents and perspectives that will drive innovation and success in the years to come. The journey towards equality is not just an ethical imperative but a strategic necessity for sustained growth, relevance, and resilience.

References:

Dolan, K., Hunt, V., Prince, S., & Sancier-Sultan, S. (2020). Diversity still matters. McKinsey Quarterly, 19

Gov.UK. Ethnicity facts and figures, (2023). Report. Retrieved from https://www.ethnicity-facts-figures.service.gov.uk/work-pay-and-benefits/unemployment-and-economic-inactivity/unemployment/latest/. November 2023.

Gov.UK. Gender pay gap reporting: make your calculations, (2021). Report. Retrieved from https//www.gov.uk/guidance/gender-pay-gap-reporting-make-your-calculations. October 2023.

Gov.UK. Life sciences competitiveness indicators, (2023). Report. Retrieved from https://www.gov.uk/government/publications/life-sciences-sector-data-2023/life-sciences-competitiveness-indicators-2023#annex-a-statistics-on-pharmaceutical-expenditure. November 2023.

Hunt, V., Layton, D., & Prince, S. (2015). Diversity matters. McKinsey & Company, 1(1), 15-29.

UK BioIndustry Association, (2022). Diversity and inclusion in UK Biotech 2022. Report. Retrieved from https://diversityinbiotech.org/wp-content/uploads/2023/07/BIA-DEI-Diversity-04.06.2023.pdf. November 2023.

UK Parliament, (2023). Industries in the UK. Report. Retrieved from https://commonslibrary.parliament.uk/research-briefings/cbp-8353/. September 2023.

UK Parliament, (2023). Diversity and inclusion in STEM. Report. Retrieved from https://publications.parliament.uk/pa/cm5803/cmselect/cmsctech/95/report.html. September 2023.

UK Parliament, (2023). Women and the UK economy. Report. Retrieved from https://researchbriefings.files.parliament.uk/documents/SN06838/SN06838.pdf. September 2023

By Ji Ying Ho (22-23)

What is technostress?

In today’s fast-paced world, technology has seamlessly integrated into our daily and work lives especially as the COVID-19 pandemic has forced many working individuals to work from home, increase usage of technology and learn new technological software and hardware such as Zoom as a result became essential to work efficiently. It comes as no surprise that the workplace has undergone a rapid digital transformation in recent years. This technological revolution has undoubtedly brought about many advantages for the working population, enhancing workplace efficiency, boosting productivity and offering individuals more autonomy over their own work lives. However, it has also introduced new challenges like ‘technostress’ that affect individuals’ mental well-being.

Craig Brod first coined the term technostress in 1984¹. He referred to this term as a “modern disease” that is experienced by those who find it difficult to deal with information and communication technologies (ICT) in a healthy way. Technostress can manifest into other negative feelings and emotions such as uneasiness, tension and distress which can affect one’s overall well-being given that technology continues to cause them stress.

Here are the five key causes of technostress²:

1.  Techno-overload
   • While ICTs can enhance productivity, employees may feel pressured to work at a faster pace than they once did. They may even feel pressured to work for longer periods of time, spilling over into their leisure time due to being exposed to more information than they may be able to handle.  
2.  Techno-invasion
   • Work-related emails and/or messages arrive anytime including during their leisure time, making them feel constantly available and connected. This can make it challenging to unwind after work.
3. Techno-complexity
   • The complexity of new technologies can leave employees feeling like they need to be constantly keeping up with their computer skills.  
4. Techno-insecurity
   • ICTs need to be constantly changed and upgraded which can create a sense of insecurity among certain individuals. There may be a fear of not being able to keep up with their fellow colleagues who may have better knowledge of new technologies, which can be daunting.
5. Techno-uncertainty
   • ICTs need to be constantly changed and upgraded which can create a sense of ambiguity about their jobs for certain employees.  

So, what does recent research say about technostress and its impact on employee well-being? Why is this area of research so important?

Research has confirmed that there is a dark side to technology, and it does not have a great impact on our well-being. From recruiting 144 working individuals to complete an online survey, this study found that it enhances negative feelings and emotions such as depression, anxiousness, nervousness and hopelessness, and techno-insecurity is found to be a significant cause for these feelings and emotions, affective well-being. This isn’t surprising considering the blur in work-life balance that technology has created.

This research also looked at how this affects positive feelings and emotions such as excitement, enthusiasm, relaxation and calmness. Although not all aspects of technostress hinder these feelings and emotions, techno-overload significantly lessens these positive feelings and emotions. So, when employees feel bombarded by too much technology-related information due to work, it can take a toll on their positive well-being.

An interesting but positive aspect that research has found is that recovery from work can help explain why and how technostress affects us. For instance, when employees experience high levels of technostress, they might work longer hours to cope with technological challenges. This extended work time can hinder their ability to unwind and detach from work during non-working hours, which, in turn, negatively impacts their well-being. However, as employees take adequate time to recover from work-related stressors, it reduces negative feelings and emotions and elevates positive ones. This ultimately enhances their overall well-being. 

How to overcome technostress?

Employees must establish clear boundaries with managers and/or supervisors. They can discuss with managers and/or supervisors to set clear boundaries for their contracted work hours so that they can disconnect from work devices like mobile phones during their well-deserved downtime. With these boundaries in place, employees can focus on their recovery from technostress and enjoy their non-working time without thinking about work. It is important to encourage incorporating physical exercise into their routine, as it’s known to aid recovery from work and enhance overall well-being³. In turn, this increases job performance which is beneficial for organisations⁴.

Organisations should consider holding ICT skills training to enhance technological proficiency to combat the causes of technostress. Organisations can play a pivotal role in protecting their employees from technostress if they offer these skills training and support sessions to alleviate the fear of job loss due to inadequate ICT knowledge, empowering their workforce as this may impact work productivity while reducing stress levels.

Additionally, organisations can hold mindfulness interventions for their employees. These classes are proven to help individuals manage stress and can lead to enhanced job performance^{5 6}. With positive impacts on employees’ performance at work, organisations should offer these sorts of mindfulness classes to help employees manage technostress and improve their well-being effectively.

Remember that employees need to take breaks and recover from work. By encouraging employees to engage in activities like physical exercise, join ICT skills training and mindfulness classes that organisations hold for their employees can greatly combat technostress within post-pandemic workplaces.

References

1. Brod, C. (1984). Technostress: The human cost of the computer revolution. (No Title).
2. Tarafdar, M., Tu, Q., Ragu-Nathan, B. S., & Ragu-Nathan, T. S. (2007). The impact of technostress on role stress and productivity. Journal of management information systems, 24(1), 301-328.
3. Cooper, S. L. (2020). Promoting physical activity for mental well-being. ACSM’s Health & Fitness Journal, 24(3), 12-16.
4. Hurbean, L., Dospinescu, O., Munteanu, V., & Danaiata, D. (2022). Effects of instant messaging related technostress on work performance and well-being. Electronics, 11(16), 2535.
5. Ioannou, A., Lycett, M., & Marshan, A. (2022). The role of mindfulness in mitigating the negative consequences of technostress. Information Systems Frontiers, 1-27.
6. Pflügner, K., Maier, C., & Weitzel, T. (2021). The direct and indirect influence of mindfulness on techno-stressors and job burnout: A quantitative study of white-collar workers. Computers in Human Behavior, 115, 106566.