Even though research has been showing that telework, under regular circumstances, could benefit the integration of work and family life, mandatory telework during the COVID-19 lockdown brought additional challenges, with potential to create conflicts between work and family spheres. Using regression analysis, this study examined the contribution of demographic and job-related variables to the prediction of work–family conflict among a sample of 213 workers who were involved in mandatory telework during the first lockdown due to the COVID-19 pandemic. The results revealed that role overload, after-hours work-related technology use, and low job autonomy accounted for the prediction of work–family conflict. Support from the supervisors and coworkers did not have an impact in easing the perception of work–family conflict but presented a moderation effect between after-hours work-related technology use and work–family conflict. Implications of the study for management practices related to telework, limitations of the study, and directions for future research are discussed.

The study investigates the effect of organizational citizenship behavior (OCB) on well-being at work. The study further examines the moderating role of people and task-focused leadership styles between OCB on well-being at work. Individual-directed organizational citizenship behaviors (OCBI) and organizational-directed organizational citizenship behaviors (OCBO) will also be analyzed. A quantitative study was conducted and convenient sampling was adopted in selecting respondent workers (n = 200) in different Portuguese organizations. The results show that OCBs positively and significantly influence well-being at work. The strength of individual-directed organizational citizenship behaviors (OCBI) on well-being at work is stronger than that of organization-directed organizational citizenship behaviors (OCBO). Contrary to expectations, the relationship between leadership styles and well-being was not statistically significant, offering possibilities for discussion regarding the central importance usually attributed to leadership in the organizational context. However, leadership styles have a moderating effect between OCB and well-being at work, except when the employee adopts OCBO and the leadership style is people-oriented. The present study is innovative because it positions OCB as an antecedent in the relationship with well-being at work and investigates the moderating role of leadership styles in the relationship between organizational citizenship behavior and well-being.

Social values are very important for well-being at work. This study investigates which and how social values affect well-being at work and contributes to the growing interest that the issue of quality of life at work has aroused in the areas of human resources management (HRM). Semi-structured interviews were held with 21 active employees of a large Portuguese business group in the environmental sector. The study took place in two parts; first, in December 2018 and then two years after the start of the COVID-19 pandemic, in January 2022. Theories and concepts emerged from the thematic analysis and the subsequent consideration of the literature and emerging conceptual understanding. This qualitative interview study examines what employees expect from work experience about the behavior of leaders and supervisors as representatives of the formal structure of the organization and the behavior of co-workers as an expression of an ethical and positive work environment. The findings show the five social values most important for employee well-being: respect, trust, equity with no discrimination, help and gratitude. The knowledge of the social values with more impact on employee well-being constitutes very important information for human resource management and for the employees, themselves.

The aim of this study is to adapt and validate the Individual Work Performance Questionnaire (IWPQ) to a Portuguese version (IWPQ-PT) and to evaluate its psychometric properties in a sample of 423 digital sector workers. Two studies were conducted to define the factorial structure. In study 1 (n = 162), the results of an exploratory factor analysis pointed to a three-factor structure (18 items), explaining 55.56% of the variance. In study 2 (n = 261), the results of a confirmatory factor analysis revealed a good model fit (CFI = 0.95; RMSEA = 0.06), also reproducing the structure of the original model. The overall scale and subscales demonstrated good reliability, with Cronbach’s alpha coefficients ranging from 0.72 to 0.88. Correlations between the IWPQ-PT subscales and other instruments revealed that higher task and contextual performance are associated with increased job satisfaction, work engagement, and decreased turnover intention. Conversely, counterproductive work behavior is associated with lower job satisfaction, work engagement, and higher turnover intention. This study underscores the contributions of the IWPQ-PT as a reliable and valid tool for assessing individual work performance in Portuguese organizations and highlights its contributions to the field of employee work performance research as well as human resources practices.