{"title":"领导大流行后的劳动力:了解员工不断变化的职业道德","authors":"Luis M Arciniega, David J Woehr, Luis González","doi":"10.1177/23409444231208725","DOIUrl":null,"url":null,"abstract":"A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as “live to work,” “work to live,” and “work as a necessary evil.” The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 ( n = 692) and June 2022 ( n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"208 1","pages":"0"},"PeriodicalIF":3.8000,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Leading a post-pandemic workforce: Understanding employees’ changing work ethic\",\"authors\":\"Luis M Arciniega, David J Woehr, Luis González\",\"doi\":\"10.1177/23409444231208725\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as “live to work,” “work to live,” and “work as a necessary evil.” The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 ( n = 692) and June 2022 ( n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12\",\"PeriodicalId\":46891,\"journal\":{\"name\":\"Brq-Business Research Quarterly\",\"volume\":\"208 1\",\"pages\":\"0\"},\"PeriodicalIF\":3.8000,\"publicationDate\":\"2023-11-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Brq-Business Research Quarterly\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1177/23409444231208725\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Brq-Business Research Quarterly","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1177/23409444231208725","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
Leading a post-pandemic workforce: Understanding employees’ changing work ethic
A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as “live to work,” “work to live,” and “work as a necessary evil.” The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 ( n = 692) and June 2022 ( n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12