Ipsen Christine, Kirchner Kathrin, Andersone Nelda, Karanika-Murray Maria
Management Science Division, Department of Management, Technical University of Denmark, Kongens Lyngby, Denmark.
Department of Psychology, School of Social Sciences, Nottingham Trent University, Nottingham, United Kingdom.
Front Psychol. 2022 Aug 18;13:916234. doi: 10.3389/fpsyg.2022.916234. eCollection 2022.
Due to the COVID-19 pandemic having radically changed the way we now work, many recent studies have focused on employees' experiences and well-being, their performance and job satisfaction (JSA), and ways to ensure the best support for them when working from home (WFH). However, less attention has been given to managers' experiences in adapting to the new role of distance management and supporting them with this transition. This study aims to explore how managers experienced distance management, and the perceived organizational support (POS), and the effect of organizational support has on their JSA during the first year of the COVID-19 pandemic. Data from 1,016 line, middle and top managers in Danish workplaces were collected in March 2021, 1 year after the start of the COVID-19 pandemic. We applied descriptive statistics, ANOVA, and partial least square structural equation modeling to investigate the relation of perceived organizational support (POS) and the JSA of distance managers. Control variables were the respondents' demographic characteristics, specifically gender, age, and management level. The study offers insights into the managerial experiences of becoming a distance manager, helps to understand the relationship between POS and managers' JSA, and shows a positive relationship similarly for the managers as for employees. The study shows that most managers found their work as distance managers more demanding and worked more hours. The data demonstrate that managers received the most support from their own employees and manager peers, whereas administrative support was largely lacking. The data also show that the majority (67%) of the managers prefer to manage from the office, but similarly, they can continue managing from a distance if needed post-pandemic. The study adds to the literature on workplaces' transitioning to distance management and hybrid work and contributes to understanding the role of POS and managers' JSA during this transition. Consequently, if an organization aims to offer hybrid work, improving support from top management and in-house support functions would help maintain or increase managers' JSA.
由于新冠疫情从根本上改变了我们目前的工作方式，许多近期研究聚焦于员工的经历与福祉、他们的绩效和工作满意度（JSA），以及在家工作（WFH）时确保为他们提供最佳支持的方法。然而，对于管理者在适应远程管理新角色并在此过渡过程中给予他们支持方面的经历，关注较少。本研究旨在探讨管理者在新冠疫情第一年如何体验远程管理、感知到的组织支持（POS），以及组织支持对他们工作满意度的影响。2021年3月，即新冠疫情开始一年后，收集了丹麦工作场所1016名一线、中层和高层管理者的数据。我们应用描述性统计、方差分析和偏最小二乘结构方程建模来研究感知到的组织支持（POS）与远程管理者工作满意度之间的关系。控制变量为受访者的人口统计学特征，具体为性别、年龄和管理级别。该研究深入了解了成为远程管理者的管理经历，有助于理解POS与管理者工作满意度之间的关系，并且表明管理者与员工的情况类似，也存在积极关系。研究表明，大多数管理者发现他们作为远程管理者的工作要求更高，工作时间更长。数据表明，管理者从自己的员工和同级管理者那里获得的支持最多，而行政支持在很大程度上欠缺。数据还显示，大多数（67%）管理者更喜欢在办公室进行管理，但同样地，如果疫情后有需要，他们也可以继续远程管理。该研究丰富了关于工作场所向远程管理和混合工作转变的文献，并有助于理解在此转变过程中POS和管理者工作满意度的作用。因此，如果一个组织旨在提供混合工作模式，加强高层管理和内部支持部门的支持将有助于维持或提高管理者的工作满意度。
