Background: Workplace procrastination is associated with a wide range of negative organizational outcomes. Our objectives are to systematically review the factors of workplace procrastination and the instruments used to measure this construct. Methods: Following PRISMA guidelines, we searched for papers published between 2000 and 2023 through Google Scholar, Science Direct, and Taylor & Francis, using the search terms “workplace procrastination not academic” and “employee procrastination”. Results: After screening, 33 studies were retained for analysis and were also submitted to quality assessment. The factors were grouped into two main categories, i.e., employee-related and external. Several potential factors have been investigated only in a single study, while contradictory findings have been reported regarding the effect of others, especially in culturally diverse samples. Procrastination was measured using ten different instruments, with variations in their conceptual underpinnings. Conclusions: Future advancements in understanding the factors of workplace procrastination would greatly benefit from studies on employee samples from different countries. Moreover, future research should select their workplace procrastination measures based on careful consideration of the specific facets that it aims to investigate. Our findings also suggest that addressing procrastination at work requires a comprehensive approach involving different interventions at both the organizational and individual level.

The current study is a test-retest design with the presence of both experimental and control groups. We proposed to present information about an online intervention program for reducing career decision-making difficulties (caused by lack of information, lack of readiness and inconsistent information) and to present results of its effectiveness. This research was designed in 2020 and the intervention program (7 sessions) started at the beginning of lock down due to COVID-19 pandemic. Participants were 11th high school students from Chişinău, Moldova. 13 students participated in the experimental group, which attended at least 6 of 7 online sessions and 18 in the control group. Career decision-making difficulties ware assessed with the CDDQ – Career Decision-Making Difficulties Questionnaire (Gati & Osipow, 2000). We found that there are differences between the results obtained by the participants of the intervention program and the results of the students in the control group for the lack of readiness scale (F (1, 29) = 16.388, p = 0.000). There was a reduction of career decision-making difficulties caused by lack of readiness for the experimental group, at the time of the retest (t(12)=3.30, p=0.006, Mretest=4.02) compared to the initial testing (Mtest =5.36) and at the time of the retest for the experimental group (Mretest=3.51) compared to the control group (Mretest= 4.04). After attending the intervention, differences related to the lack of information scale were recorded (F(1, 29)=16.925, p=0.000). Students in the experimental group obtained lower scores in the retest moment (t(17)=-3.073, p=0.007, Mretest=3.5128) than in the test moment (Mtest=5.5192). There are no significant differences in retest time between groups, t(29)=0.83, p=0.41. Difficulties caused by inconsistent information did not change between assessment times F(1, 29)=2.273, p=0.142, there are no significant differences between groups t(29)=0.43, p=0.67.

Purpose: The present study examines how transformational leadership and perceived organizational support jointly influence employees’ sense of job security in a hybrid work context. Design/methodology/approach: Using a cross-sectional survey of white-collar employees in Romania and the Republic of Moldova, we tested a structural model linking transformational leadership, perceived organizational support and job security. Findings: The results indicate that transformational leadership by itself does not significantly enhance perceived job security unless it operates through heightened organizational support. Transformational leadership showed a strong positive effect on perceived organizational support, which in turn had a significant positive impact on job security, fully mediating the leadership–security relationship. The findings underscore the importance of supportive leadership practices in bolstering employees’ job security. Originality/value: The study offers novel insights into how leaders can cultivate an organizational environment that makes employees feel secure in their roles, especially under prevalent hybrid work arrangements.