The relationship of autonomy with hybrid worker well-being and productivity - the mediating role of managerial culture

Abstract

Purpose Knowledge work is extensively location-independent, making flexible work designs more common. However, organizations foster various practices regarding the level of autonomy and control, affecting employee well-being and productivity. To support strategic and operative work design, this paper aims to explain the relationship of autonomy with hybrid worker well-being and productivity, considering the mediating role of managerial culture. Design/methodology/approach This paper describes a quantitative survey featuring 1,057 respondents. It tests with a regression analysis a hypothesized model, in which the level of individual work autonomy, mediated by managerial culture, predicts well-being and productivity. Findings The analysis indicated that decision-making autonomy has a direct positive relationship with productivity. Furthermore, autonomy in working practices has a direct positive relationship with both well-being and productivity. Managerial culture mediates the relationship between decision-making autonomy and both outcome variables. Originality/value This paper provides empirical evidence of the relationship of autonomy with hybrid worker well-being and productivity. The academic value of this paper lies in the multiple dimensions of autonomy it addresses, yielding novel data on the outcomes in a comparative manner. As a pragmatic contribution, it provides input to managerial culture design.