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Home-based Teleworking and the Employment Relationship, Managerial Challenges and Dilemmas
Abstract
As home-based teleworking grows in the UK, more evidence is needed of how working from home shapes the employment relationship and the implications this may have for those line managers responsible for a home-based workforce. The reported experiences of a sales team and their line managers at one large international drinks manufacturing company of teleworking during its first year of operation revealed the importance of developing understanding of the complex interface between the domains of work and home life. The findings suggest individual circumstances require close attention before implementing home-based working with line managers recalibrating perceptions of the boundaries between home and work for positive employee relationships to develop within a new paradigm of “home-work” relations.
... ➢ Firstly, ICTs have the role of "keeping in touch, communicating with others, and accessing one's professional activities, allowing distance from the workplace" with high recurrence on the terms remote work or telecommuting ➢ Secondly, ICTs are not only means of communication but also characterize a strategic leverage of work redesign, with high accent of the usage of the terms telework or virtual work (Carillo, et al., 2020, p. 72). For the purposes of this paper and following the extensive range of the two most common terminologies in the literature (Nguyen, 2021), telework and telecommuting, we align with Baruch's (2001), Harris's (2003), Gajendran & Harrison's (2007) and Allen's et al. (2015) views that speak of a work arrangement that involves members of an organization, that perform all or a substantial part of their paid or unpaid work, away from the organisation's locations -principally from home -using ICTs as needed, to conduct work tasks. This specifically includes the category of knowledge workers who typically substitute a portion of their usual work hours -ranging from a few hours per week to full time -as the reported sample from our study. ...
... Thus, the needed organizational support is being provided, with the goal of "increasing the affected individuals' personal resources" (Chang, et al., 2021) and the outcome which implies proactive coping during the circumstantially imposed teleworking. In an alternative, but closely related, approach that subscribes to a large extent to Baruch & Nicholson's (1997) factors of teleworking, Harris (2003) explores: the physical environment, productivity, balancing home and work life, socialization, communication, tools and general issues. A somewhat surprising conclusion upon the employees, for the analyzed organization at least, was rather the challenge of accommodating work in the domestic environment, then the issue of self-managing their working time. ...
... Golden & Eddleston, (2020) share the same line of thought about the interplay between the extent of telecommuting and additional factors in the work context, which could be a novel ground for future research. Thus, existing knowledge on telework has mostly been generated in the context of a voluntary (Harris, (2003) ;Golden, (2006); Greer & Payne, (2014)) or occasional (Golden & Veiga, (2005); Kossek, et al., (2006) ;Raghuram, et al., (2003)) work arrangement. ...
This paper extends the literature on teleworking before and during COVID-19, by exploring the existing variants and definitions on telework. A general conceptual framework of telework analysis based on Baruch and Nigel's (2001) four factors of teleworking is addressed, promoting the need for a shift of the research focus on understanding how to maximize the benefits out of remote working, leaving the question of whether or not to implement telework, as a topic of the past. Moreover, this study confirms the importance of individual (i.e. home/family and job related) factors for the successful adjustment to telework during COVID-19, pointing out that an adequate telework environment is a key factor that leads to positive work outcomes. In this context, the extent of telecommuting is also addressed. In conclusion, this study brings into light possible factors which influence the coping mechanisms of teleworkers during a pandemic.
... The first relevant category found in the scientific literature and not detected in the evocations concerns Career and Development. Most people feel some desire for greater managerial monitoring of their working hours [51,52,88] so that they do not become "invisible" in the company [22,89] and, consequently, may suffer disadvantages in their professional careers [53,90]. However, the adoption of a prolonged state of social isolation through the implementation of home-office for large groups of workers can mitigate issues related to "professional invisibility" since there are no colleagues in a more privileged situation than others. ...
... The second category of relevance in the scientific literature is Social Interaction, considered one of the main negative aspects of the home-office, as it is associated with low performance at work, a decline in knowledge sharing, and a lack of self-discipline and motivation [47,51]. Interestingly, this category was not perceived as relevant by the respondents. ...
In March 2020, with the World Health Organization declaring COVID-19 a pandemic and prescribing social isolation to combat this coronavirus, companies began to implement home-office, with employees working from their homes through Information and Communication Technology. Thus, this study aims to identify how Human Resources professionals in Brazil made sense of the home-office policy adopted by their companies during the COVID-19 pandemic, given that this country was severely impacted by this disease, which led to the implementation of social isolation for several months. In consideration of this, this research applied the Social Representation Theory, operationalized via the evocation of words technique and implicative analysis. In doing so, a positive and less comprehensive view of Human Resources professionals was identified vis-à-vis the academic literature in relation to the enactment of home-office via companies during the COVID-19 pandemic, which may be due to the time interval in which this research was carried out, the consequent impacts resulting from the implementation of the home-office at the time of data collection, and the very fact that most of the literature researched came from developed countries and not from the Global South where this research was carried out. Flexibility and Quality of Life were the dimensions most associated with the social representation of home-office according to Human Resources professionals. However, the productivity dimension related to working in a home-office showed dubious and inconclusive results. Finally, some challenging aspects related to this model of work raised by the scientific literature were not mentioned by the respondents, indicating a mismatch between the academic literature and the understanding of Human Resources professionals about the role of home-office during the COVID-19 pandemic.
... Moving to remote work requires a series of readjustments in such areas as oversight (Taskin & Edwards, 2007) and social and group relationships (Harris, 2003;Ajzen & Taskin, 2021) to avoid major disruptions to work organization. Management research focusing on telework stresses the effects of its frequency (Bailey & Kurland, 2002). ...
... While this virtual co-presence is expected to continue, it appears to pose significant challenges for management. For example, Harris (2003) showed that working remotely decreases the involvement of employees in the organization, who feel less a part of it. Lamond (2000) and Hodder (2020) explained that the relationship with management is experienced differently, thereby justifying a change to line management practices. ...
The use of enforced telework during the Covid-19 crisis sheds light on the importance of co-presence – i.e., presence mediated by information and communication technologies instead of physical proximity – for managing people. Previous studies on telework have exposed the risk of social isolation, which can lead workers to feel dehumanized. In this paper, we investigate how management adapts to co-presence by drawing on 28 semi-structured interviews conducted in February and March 2021 among employees and managers from private and public organizations in Belgium. Surprising results show that co-presence was mainly lived as a way to maintain proximity and constituted an opportunity for some managers to re-humanize their work approach, and for employees to feel humanely managed. Finally, we discuss the implications of our results for the study of humanization and co-presence in management, including some critical considerations regarding the very notions of ‘de-’ and ‘re-humanization’, and make recommendations in terms of technology, work organization, and management.
... This variable has been widely proven to be significant in explaining work satisfaction ). However, weak (or nonexistent) boundaries between household and work regarding time spent and space used in the home may blur limits between work and personal environments, and then, a conflict between job and home may arise (Baruch 2001;Harris 2003;Beckel and Fisher 2022;Kohont and Ignjatović 2022). Work-life conflict is a powerful stressor that may lead workers to experience stress symptoms such as exhaustion (Golden 2012). ...
... On the other hand, employees assume more responsibility to be productive. In this regard, authors such as Harris (2003) have outlined the relevance in a teleworking arrangement of a so-called implicit psychological contract that reflects the recognition between employee and employer of their respective inputs to the job in relation to implementing WFH practices. ...
This paper tests the explanatory capability of the individual, organizational, environmental and job factors regarding Spanish workers’ perception of isolation and stress owing to working from home (WFH). We used a survey of the Spanish agency Centro de Investigaciones Sociológicas on the Spanish population’s perceptions of several aspects of information technologies that was carried out in March 2021. Information overload, work overload and isolation are perceived to be the principal factors involved in WFH. Because WFH could be inhibit professional development, drawbacks in the infrastructure include overload and impediments to career development as the most relevant variables to explain the perception of isolation. Age and balance between family and work also have explanatory power, but less so for isolation and stress. While people with intermediate ages are less sensitive to isolation and stress, having a correct balance between work and personal life is a protective factor against these effects. From the results in this paper, we outline several questions that must be addressed by labour authorities via legal regulations and by firms and workers to adapt organizational and working culture to ensure the efficient implementation of WFH settings compatible with employees’ well-being.
... (2004) açısından ise çatışmanın iş-aile alt boyutu ile uyumluluk ve sorumluluk kişilik alt boyutları arasında negatif yönde anlamlı; nevrotiklik ile pozitif yönde anlamlı bir ilişki bulunmaktadır. Esnek çalışma düzeninin olumsuz etkileri kısıtlı olsa da literatürde bulgular mevcuttur (Kets de Vries ve Balazs, 1997;Felstead ve Jewson, 2000;Harris, 2003;Green, 2004;Tietze ve Musson, 2005). Ancak literatür bulguları incelendiğinde esnek çalışma ile iş-aile çatışması alanında yapılan çalışmaların oldukça sınırlı olduğu görülmektedir. ...
... YönOrg 2022 İşin yapısından kaynaklı esnekliğin artmasıyla çalışanların daha fazla iş-aile çatışması yaşadıkları ortaya çıkmıştır. Literatürde de evden çalışma düzeni içerisinde iş-aile çatışmasının yaşandığına yönelik bulgular yer almaktadır (Metzger ve Von Glinow, 1988;Harris, 2003). ...
Esnek çalışma düzeni hem zamansal hem de mekânsal açıdan esnekliğin var olduğu ve içinde bulunulan şartlara göre çalışanların performansını etkileyebilecek bir takım politikalardan oluşmaktadır. Ancak esnek çalışma düzeni hizmet sektörü içerisinde yer alan ve kullanım açısından tam zamanlı mesai kavramı ile örtüşmeyen bir yapılanma olarak tanımlanmaktadır. Bu çalışmanın amacı esnek çalışma düzeni ile iş-aile çatışması arasındaki ilişkide kişiliğin düzenleyici rolünün incelenmesidir. Çalışmanın örneklemi, yaş ortalaması 31,55 (S=8,59) olan 217 kadın ve 139 erkek olmak üzere toplam 356 katılımcıdan oluşmaktadır. Veri toplama araçları olarak Kişisel Bilgi Formu, Esnek Çalışma Algısı Ölçeği, İş-Aile Çatışması Ölçeği ve Büyük Beşli Kişilik Envanteri kullanılmıştır. Çalışmanın sonucuna göre zamansal esnekliğin (muğlaklık) iş-aile çatışması ile arasındaki ilişkide kişilik alt boyutlarından yeniliğe açıklık, sorumluluk ve uyumluluğun düzenleyici (moderatör) rolü bulunmuştur. Bu çalışma pandemiye bağlı esnek çalışma düzenine geçen çalışanlar ile iş-aile çatışması arasındaki ilişkilerin incelenmesi ve kişiliğin esnek çalışma düzenindeki konumunun saptanması açısından önem arz etmekte olup literatüre katkı sunmaktadır.
... While some research shows that effectiveness and creativity is higher during remote working than in traditional way of work from business offices and execution of face-to-face meetings (DeRosa, et al. 2007), some other research revealed that the absence of personal interaction within the colleagues has a negative effect on personal creativity (Allen, et al. 2015). Even though a lot of research concluded that set up of work/life balance as one of the greatest advantages of remote working (Bryant, 2000), research conducted by Harris (2003) shows that more than 60% of 40 interviewed remote workers had a problem in managing work and private life during the remote working (Harris, 2003). ...
... While some research shows that effectiveness and creativity is higher during remote working than in traditional way of work from business offices and execution of face-to-face meetings (DeRosa, et al. 2007), some other research revealed that the absence of personal interaction within the colleagues has a negative effect on personal creativity (Allen, et al. 2015). Even though a lot of research concluded that set up of work/life balance as one of the greatest advantages of remote working (Bryant, 2000), research conducted by Harris (2003) shows that more than 60% of 40 interviewed remote workers had a problem in managing work and private life during the remote working (Harris, 2003). ...
With the outbreak of the pandemic caused by the virus COVID-19, companies all around the world were affected and faced a new reality. In such circumstances, remote working was a necessary organizational response to the forthcoming crisis, to provide business continuity and protect their employees. For many companies, remote working is a completely new experience without any preparation period. The subject of the research is to reveal the perception and correlation between different variables, which are crucial for successful remote working implementation, within two groups of remote workers, male and female. This research highlights the differences and provides guidelines for successful remote working implementation for different genders. An original empirical research was conducted on a sample of companies that are doing business activities in Serbia and were deployed remote working for their employees during the COVID-19 pandemic to analyze the differences between male and female respondents toward five defined variables important for remote working: social support (SP), autonomy (A), monitoring (M), job performance (JP) and work engagement (WE) during remote working. The relationships between the indicated variables were tested by correlation analysis of 121 collected surveys.
... Virtual workers identify many benefits and advantages from this new reality: shifting from traditional offices to flexible and virtual workplaces. According to the literature, virtual work improves work flexibility and job autonomy (Harris, 2003;Morgan, 2004;Mello, 2007;Maruyama, & Tietze, 2012;Karácsony, 2021), work-life balance (Morgan, 2004;Karácsony, 2021), travel costs and expenses (Morgan, 2004;Nakroien et al., 2019), and productivity and job satisfaction (Nakroien et al., 2019). The creativity and inspiration of employees, which is a benefit of work autonomy and flexibility, is listed by Pérez et al. (2002) as another advantage of virtual work in terms of organizational and individual level. ...
... Our results show that virtual workers/teams benefit from virtual work in terms of flexibility. These results are in the same line with the studies conducted by (Pérez, et al, 2002;Harris, 2003;Morgan, 2004;Mello, 2007;Maruyama, & Tietze, 2012;Karácsony, 2021). Also, our results show that virtual work helps employees not to travel to the workplace. ...
... This is particularly true when one cannot establish new daily routines with coworkers or maintain relationships with non-teleworkers in the organization. For Bélanger (1999) and Harris (2003), the higher the telework frequency, the less one will feel committed to the organization. Recent studies suggest that telework frequency may affect quality of life (Even, 2020;Golden & Eddleston, 2020). ...
... Telework frequency is also believed to be responsible for loss of organizational identity and commitment. This would imply a negative relationship between telework frequency and sense of belonging to the company (Harris, 2003;Vayre, 2019). Perception of telework during a lockdown would therefore become more negative as telework becomes more frequent, the result being less motivation and satisfaction and a diminished quality of life (Bailey & Kurland, 2002;Raišienė et al., 2020;Thatcher & Zhu, 2006). ...
... By contrast, perceiving more organisational support likely will positively relate to FWAs (Dikkers et al. 2007). Similarly, more support from supervisors is positively linked to FWA use (Kwon et al. 2021), whereas less supportive managers may threaten flexible workers' chances for career advancement (Allen 2001), or 'desert' them through a lack of communication and care (Harris 2003), pressuring employees to continue traditional working arrangements . Finally, employees with supportive coworkers tend to view FWAs more favourably (Yap and Tng 1990). ...
Flexible working arrangements (FWAs) are increasingly available and used across diverse settings, particularly following the COVID‐19 pandemic. Yet, knowledge of the antecedents and outcomes of FWAs is incomplete and inconclusive. It remains unclear what factors facilitate the perceived availability and use of FWAs, and under what conditions FWAs are most beneficial, including (1) whether flexibility in work schedule (flextime), work location (flexplace) or both (flextime + place) is most beneficial, and (2) whether employees must use FWAs to reap their benefits. To address these gaps, we conduct a comprehensive meta‐analysis to examine theoretically derived antecedents and outcomes of FWAs. We also examine whether different types of FWAs—flextime versus flexplace versus flextime + place, and FWA availability versus FWA use—moderate the relationships between FWAs and outcomes. Meta‐analytic results based on 113 studies with 88 618 participants identify a host of important antecedences of FWAs, such as managerial status, self‐efficacy, and task interdependency. Consistent with social exchange theory, Conservation of Resources theory and boundary theory, FWAs were significantly associated with beneficial outcomes, such as greater job satisfaction, organisational commitment, job autonomy, life satisfaction, better work‐family interface and family satisfaction. Significant moderation indicate that more beneficial employee outcomes were associated with (1) having both flextime and flexplace compared to flextime or flexplace alone, (2) flextime compared to flexplace and (3) the availability compared to use of FWAs. These results provide a comprehensive, systematic understanding of the personal, work‐related, and familial antecedents and outcomes associated with different types of FWAs.
... This initially suits the interested parties. Economic activity accommodates it perfectly and employees find it beneficial (Harris, 2003;Konradt et al., 2003;Golden et al., 2006;Brunelle, 2010). In the context of hyper-acceleration of telework, HR managers find themselves on the front line trying to resolve all the disruptions it produces (Peretti, 2020). ...
Human resources (HR) management has continually evolved, driven by new concepts, tools, methods, and roles. Innovations in HR management have adapted to both theoretical insights and practical demands, especially with the rise of digital transformation and the fourth industrial revolution. The COVID-19 pandemic further accelerated this need for change, introducing new HR management modes that required creativity and adaptability. Innovators have had to adopt new roles, with teleworking becoming a central example. This analysis focuses on the practical implications of these shifts, identifying two key results. First, the pandemic expanded the roles of "innov-actors," requiring at least four new postures to manage HR in innovative ways. Second, teleworking, now a necessity, has created varying levels of disruption depending on the posture adopted by these innovators. These changes have rapidly reshaped HR management, requiring organizations to adapt and expand their approaches in unprecedented ways. The work is exploratory, using real-world examples to analyze these transformative developments.
... Some potential challenges of WFH include inadequate trust between employers and employees, employee isolation, technical difficulties or interruptions, and the blurring of boundaries between work and home (Bailey and Kurland, 1999;Harris, 2003;Oleniuch, 2021). Despite these challenges, empirical evidence highlighting the positive effects of WFH has been accumulating. ...
... One explanation for this is that face-to-face interaction and regular presence in the office create a better sense of belonging to the team (Edmondson, 1999). By contrast, when working from home, the spontaneous interactions between colleagues that are essential for creativity and perceived psychological safety are lacking, communication is limited to essential matters (Harris, 2003), and employees feel alone (Mann & Holdsworth, 2003). ...
The COVID-19 pandemic has fundamentally changed how we work. Even after the pandemic, many companies offer their employees the option of working from home. Although working from home may offer several benefits, our understanding of whether employees are more creative when working from home or in an office is limited. To address this research gap, we conducted an experimental study with a German company whose employees usually work in an activity-based workspace consisting of open, closed and informal spaces that can be used by employees depending on the task at hand. Employees self-assessed their creative performance for different creative tasks (individual vs. team) and in different work environments (office vs. home office). Our findings reveal that for individual creative tasks (e.g. creating a presentation), employees are more creative when working from home (vs. in the office) because they experience higher levels of perceived psychological freedom (mediating effect). By contrast, for team creative tasks (e.g. developing ideas for a new product), employees reported being more creative when working in the office (vs. from home) due to higher levels of perceived psychological safety (mediating effect). Taken together, these findings enhance our understanding of when and how working from home (vs. in the office) may be beneficial for employees' creativity.
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... A common issue with remote working is that remote workers can feel socially invisible (Harris, 2003). Remote work researchers have adopted many theoretical perspectives, such as social identity theory or social isolation theory, to show that remote work leads to negative social consequences Perry et al. (2018) emphasized that since remote workers are physically distant from the organizational environment, identity formation would be negatively affected; references for social support and identity formation would be lower, which would create weaker emotional bonds with the organization and their colleagues. ...
In this study, we interviewed 23 participants, who were forced to worked from home during COVID-19 pandemic, using semi-structured questionnaires to determine their experiences in the remote working process and to identify the factors influencing the efficiency of remote working in the context of the pandemic. We qualitatively evaluated the participants’ responses and determined seven themes: location flexibility, time flexibility, belonging and status, communication, recordability/concrete evidence, anxiety of being invisible and being forgotten, the view of the environment on remote work. The most important factor determining the efficiency of remote working for employees is the nature of the work. If the work requires constant and quick communication among different partners, remote working is not perceived to be as efficient as working in an office. Works involving tasks that can be performed individually and independently appears to generate more satisfaction in a remote working environment. Besides during this period, many companies organized various trainings, seminars and workshops under the name of the club for the personal development of their employees, or purchased them as a service from companies operating in this field and offered them to their employees. JEL Codes: M12, J81, J24
... • the characteristics of the company, such as o the sector of activity (e.g. digital service provider, cultural-creative sector, intellectual service provider: translation, education), o the size of the company, o ICT supply and level of use, o the preparedness of the management (Harris, 2003); • on the other hand, the individual characteristics of the employees, (Astroza et al., 2020), such as o income (research shows that there is a close correlation between income, status and the output of telework. Telework has become a form of work for people with higher incomes, while people with low incomes were forced to work in their workplaces even during the epidemic. ...
This paper examines the communication aspect of Home-Based Telework (HBT). The aim of this study is to focus on internal organizational communication from the perspective of occupation and time spent in HBT by answering two research questions. Firstly, how does the occupation influence the perception of organizational communication and the attitude towards remote work? Secondly, does the evaluation of communication within the organization change according to the employees' judgment, depending on the time spent in HBT? During the research, a systematic literature review related to HBT was carried out. Moreover, an anonymous online questionnaire survey was conducted in four occupational groups, on a sample of 1,100 people. The results show that there are significant differences related to the perception of communication between groups that can be distinguished based on occupations and time. The conclusions drawn from the results can serve as a reference point both for the researchers of the topic and for those company managers who prepare and organize the permanent introduction of HBT.
... This comes as a major reason for workfamily imbalance and the breakdown of the boundaries between work and non-work (Allen et al., 2021). Longer working hours can be explained by the fact that flexible work patterns and absence from the regular workplace make it easier for people to work harder or longer (Green, 2004), due to the removal of possible distractions at the workplace (demands from colleagues, social interactions, etc.), although this does not mean that at home there will be no distractions from household members (Harris, 2003;Tietze & Musson, 2005). Despite evidence that managers are often very concerned about the performance of those who work from home (Felstead et al., 2003), the results of our study are consistent with the findings of previous studies showing that telecommuters work increased hours at home (Baruch & Nicholson, 1997;Behrens et al., 2021). ...
Research Question: This paper explores the relationship between working from home, work-related attitudes, work-life balance and employee well-being. Motivation: The paper is inspired by an evident lack of research of factors that possibly cause differences in the employees` work-related attitudes, work-life balance and employee well-being especially in the Covid Era. In this paper, we search for a better understanding of the relationship between working from home, work-related attitudes, work-life balance and employee well-being. Idea: The paper aims to identify factors that make a difference in certain work-related attitudes (job satisfaction and organizational commitment), work-life balance and employee well-being in working from home environment in order to provide for better understanding of employees` behaviour in the Covid Era and the implications for more effective Human Resource Management of working from home employees in Post-Covid time. Data: Primary data were collected through a questionnaire with 2,171 employees, over the period from the end of March till the beginning of May 2021. The sample included only respondents who have experienced working from home from the beginning of the Covid 19 pandemic in Serbia. Tools: Statistical analysis was performed (using descriptive stats, t-test for testing equality of means, chi-square test and ANOVA, and some non-parametrical tests). Findings: Preliminary findings signify a lack of previous experience in applying the working from home practice; an increase in the length of working hours; some resistance to working from home; most employees would choose a balance in which office work dominates, but there is also work from home, at least one day a week; the dominant majority of employees report feeling cheerful and moody, calm and relaxed and active and energetic when working from home, while slightly different results are recorded in the field of physical well-being; overall work-life balance is not interrupted. Contribution: This paper contributes to the research of factors of work-related attitudes, work-life balance and employee well-being while working from home by bringing original field data from Serbia. From the standpoint of HR policies and practices, it offers valuable implications for managers working in post-Covid Era.
... Perceiving telecommuting as less productive than conventional workplaces may lead telecommuters to work longer hours and with greater intensity. Harris [72] highlights the significance of an implicit agreement, which entails mutual acceptance of rights and obligations between the employee and the organization, in a teleworking context. ...
This paper assesses the explanatory power of individual, environmental, and job factors on Spanish telecommuters’ presence and absence of stress in a home telework setting during the COVID-19 crisis. It uses a survey of the Spanish agency “Centro de Investigaciones Sociológicas” on the perceptions of the Spanish population about several aspects of information communication technologies (ICTs) that was carried out in March 2021. We use fuzzy-set qualitative comparative analysis (fsQCA) to capture how factors combine to enable and inhibit stress feeling. The perception of stress is less covered by fsQCA configurations than the nonperception. However, fsQCA provides profiles that cause stress feelings and nonstress feelings with great consistency. We have checked that overload is the most important variable to explain stress. Likewise, fsQCA has also shown that while some variables, such as overload, isolation, non-adequacy, or organizational support, impact symmetrically on the presence and absence of stress perception, other factors, such as attaining a satisfactory work-home balance or gender, impact them asymmetrically. From a practical point of view, we can outline that clearer regulation of teleworking is needed to prevent imbalances in rights and obligations between companies and employees. However, there are also several challenges at the organization and worker level.
... A higher rate of anxiety was observed in the working-from-home group than in the conventional-work group, which is consistent with results from a previous study [21]. Among several factors, it is suggested that people who work from home may feel anxious about not having direct contact with their superiors; thus, not being able to position themselves more prominently in relation to promotion opportunities [22][23][24]. In this study, there were significantly more part-time workers in the working-from-home group, which might have also contributed to higher levels of anxiety. ...
Background
Social distancing has been increasingly implemented following the COVID-19 pandemic and more people have been working from home. Consequently, the screen time has increased, which can disrupt the natural sleep-wake cycle and delay sleep onset. Given that studies on the health of employees who work from home remain insufficient, particularly with respect to the risk of sleep disorders including insomnia, this study aimed to assess the relationship between working from home and insomnia among workers using data from the 5th Working Conditions Survey conducted in Korea.
Methods
Of 30,108 wage workers, we enrolled 818 employees who worked from home and 4,090 employees who worked from the office, a 1:5 pair sample based on sex and occupational group. Personal and occupational characteristics, working from home, and insomnia were included in the analysis. Age, education, employment status, working years, working hours per week, work-life balance, self-perceived health, depression, and anxiety were all adjusted as potential confounding variables. Conditional logistic regression analysis was performed using working from home as an independent variable and insomnia as a dependent variable to determine the correlation between working from home and insomnia.
Results
Working from home was associated with sleep onset latency disorder, OR = 3.23 (95% CI: 2.67–3.91), sleep maintenance disorder, OR = 3.67 (95% CI: 3.02–4.45), and non-restorative sleep, OR = 3.01 (95% CI: 2.46–3.67); working from home had a statistically significant relationship with all three types of insomnia.
Conclusions
Within the limits of the study, these findings can be used as a fundamental basis for the implementation of policies and guidelines to prevent insomnia in workers who work from home.
... Le télétravail s'est d'abord développé de manière informelle sans véritable cadre juridique (Head, 1999 ;Taskin, 2003) chez les cadres ou les professions intellectuelles supérieures, notamment en soirée, les week-ends ou pendant les temps de transport (Craipeau, 2010). Pourtant, la plupart des observateurs s'attendaient à une diffusion massive du télétravail au cours du XXI e siècle, qui était présenté comme une pratique favorisant à la fois le bien-être au travail et la performance organisationnelle (Baruch, 2000 ;Di Martino & Wirth, 1990 ;Evereare, 1997 ;Harris, 2003 ;Huws, 1984 ;Reilly, 2001). ...
En réponse aux risques sanitaires liés à l’épidémie de Covid-19, des milliers d’organisations ont mis en place la pratique du télétravail à domicile de manière massive pour leurs salariés. Certains se sont retrouvés en télétravail permanent, d’autres ont alterné avec une ou deux journées sur site, pendant qu’une moindre proportion est restée entièrement en présentiel. Dans ce contexte, la question du maintien du bien-être au travail s’est avérée un enjeu central pour les directions et leurs lignes managériales. Elles ont dû faire face aux risques d’isolement, de pression accrue, de charge mentale, d’épuisement ou encore de brouillage des frontières entre la vie professionnelle et la vie privée de leurs collaborateurs. Cette situation nous amène à nous demander si les travailleurs ont des besoins différents en termes de styles de leadership pour favoriser leur bien-être, en fonction de leur situation de travail. Pour répondre à cette question, nous avons mené une enquête par questionnaire auprès de 2968 salariés d’une grande organisation de la Sécurité Sociale aux mois de novembre et décembre 2020. Nos résultats montrent que, si toutes les formes d’organisation du travail ont un besoin de soutien managérial, la situation de télétravail requiert plus d’exigences envers le supérieur hiérar- chique. Le télétravail alterné avec le travail sur site nécessite une prise de décision plus par- ticipative, à laquelle s’ajoute un besoin d’exemplarité du manager en situation de télétravail permanent. À la lumière de ces résultats, le manager à distance apparaît comme un manager augmenté.
In response to sanitary risks caused by Covid-19 pandemic, thousand companies have widely established teleworking at home for their employees. Some of them ended up with full-time teleworking, some others alternated between on-site working and teleworking, while a little part stayed on-site all the time. In this context, matter of well-being preservation at work tuned out to be a central issue for leaders and supervisors. They have coped with many dangers: isolation, increased stress, mental workload, moral exhaustion, or else, blurring of work-life balance of teleworkers. This situation brings us to wonder whether workers have different needs in terms of leadership to preserve well-being, depending on their work configuration. To answer to this question, we conducted a questionnaire survey of 2968 employees in a French public organization between November and December 2020. Our results show that all work configurations require social support of supervisor, whereas teleworking configuration request more implication from him. Alternation between teleworking and on- site working call for a participative decision making, to which is added a need of manager’s exemplarity for full-time teleworking. In view of the results, a remote supervisor appears as an expanded supervisor.
... As full-time homeworkers are working without physical and temporal boundaries with their family, this opens up the door for other family members to make non-work interruptions (Delanoeije et al., 2019). This can easily lead to work delays and poor work performance, inducing stress in the homeworkers (Harris, 2003). ...
Working from home (WFH) has had both positive and negative impacts on the work conduct. To maximise the benefits of homeworking, previous literature mainly focuses on creating self-help strategies for homeworkers to reduce work stress and maintain work engagement. However, fewer studies take on the policymaker perspective and evaluate optimal working conditions in the homeworking context. Using the Job Demands-Resources (JD-R) model, this study evaluates the effects of various work characteristics (job demands and resources) on the stress and engagement of infrequent and frequent homeworkers. Using the sixth European Working Conditions Survey 2015 which contains 5090 participants from 34 European countries, we studied 6 job demands and 5 job resources via Exploratory Factor Analysis. After testing the model’s fitness using Confirmatory Factor Analysis, multiple mixed-effects models were used to test the job demands and resource effects on worker stress and engagement. Dominance Analysis was then used to identify the relative importance of each job demand and resource when explaining employee stress and engagement. We found emotional demands, time pressure, and workload to be the top three demand factors that cause work stress across the groups. Other than daily homeworkers, a positive and fair social climate is the most prominent resource able to boost job engagement across all of the other groups. By identifying the homeworkers’ most influential demands and resources, this study will help managers better understand the steps to take to provide healthy job conditions for homeworkers.
... Os gerentes precisam promover o compartilhamento de conhecimento sobre os ambientes individuais dos membros da equipe através de experiências comuns e treinamento mútuo, além de garantir a distribuição igual de informações, incentivar o processamento de informações não compartilhadas e documentar o conhecimento existente na equipe (HERTEL et al. 2005). Além disso, os gerentes e líderes precisam fornecer apoio e aconselhamento sobre questões de equilíbrio entre vida profissional e pessoal e gerenciar essa linha tênue, especialmente para os trabalhadores em casa (HARRIS, 2003). ...
O mercado de Petróleo e Gás é acometido por uma crise econômica em 2014. Apesar de aparente baixa correlação, a pandemia iniciada em 2019 amplificou os reflexos negativos à indústria. Em resposta às incertezas, organizações passam a solicitar que seus funcionários trabalhem remotamente. O despreparo para tal transição desencadeou problemas emocionais em colaboradores, afetando o desempenho das empresas. Sabendo-se que a programação neurolinguística (PNL) se propõe a entender comportamentos humanos, questiona-se: como utilizar a PNL para reduzir a influência indesejável do trabalho remoto? O presente artigo objetiva analisar como a PNL pode ser adotada para reduzir a influência indesejável do trabalho remoto. A coleta de dados foi realizada no setor comercial de uma empresa de Petróleo e Gás localizada no estado do Rio de Janeiro, por meio de entrevistas em profundidade. Após as entrevistas, notou-se clara distinção de predicados utilizados por cada respondente. Com a conexão entre a teoria e a prática, foi possível atribuir específicos Sistemas Representacionais a cada um dos entrevistados, sendo possível definir características comportamentais particulares com base no perfil em que se enquadraram. As diferentes categorias dos Sistemas Representacionais clamam por métodos únicos de abordagem. Não há, portanto, um tratamento universal que responda aos anseios dos diferentes perfis encontrados. A correta comunicação é essencial para que haja reciprocidade e confiança entre líderes e liderados. A pesquisa beneficia corporações que pretendam investir em métodos distintos dos usuais para obtenção de resultados, focando em seu capital humano.
... Therefore, mobile use can be sidelined in favor of dedicated PC work when workers are highly engaged. To counteract intense tasks, workers often inject breaks throughout their workday to recover [16,17]. Unlike the traditional circumstances of information work, while working remotely, workers can take these breaks by accessing resources at their home (e.g., watching TV or gardening). ...
... Many people get distracted by their home and family duties and may lose focus on their job and get distracted (Othman et al., 2009). Meaning that Lack of focus and increased distractions at home with the presence of children and spouse, TV, Netflix, and pets, and with the increasing home responsibilities, some people will not focus on their work and will have a lot more distractions and interruptions from work (Wu & Chen, 2020;Tietze & Musson, 2005;Harris, 2003). In its turn, a lack of focus will engender Lower productivity. ...
This study investigated the decision of international and non-international students when it comes to remote work preference at a southern private American university located in the Southeast United States and the implications of those decisions on the US educational system, job market, and board of directors’ strategic plans. For this purpose, a database that included 3001 full-time undergraduates at this southern American university was used. A chi-square test and a logit regression were used to analyze the data. The results of the study showed that there was no significant difference between international and non-international students regarding being decided on the remote work model. This study can help US colleges and universities, educational leaders, boards of directors, policymakers, and government officials, understand the needs and preferences of both American and international students, at the undergraduate level, which is a major pillar of the US labour force. An improved understanding of the students’ Work Model Preference will help the governing boards of American colleges and universities, and various US institutions to better allocate their human, financial, and physical resources in order to attract highly qualified candidates. Organizational leaders and boards of directors know full well that colleges and universities are a major source of candidates for their businesses. Organizations that provide those candidates with the work flexibility and work-life balance they demand will increase the likelihood of their competitive advantage and success
... Having the option of working from home as opposed to a mandatory rule on all employees to either work physically in the space or stay at home added a degree of suspicion and resentment among colleagues, whereby the at-home workers were regarded with suspicion regarding productivity by the on-site employees (Harris 2003). Employees working from home also expressed concern about promotion opportunities, and this was considered by Mokhtarian et al. (1998). ...
The unprecedented nature and scale of the COVID-19 pandemic resulted in mass lockdowns around the world, and millions of people were forced to work remotely for months, confined in their homes. Our study was aimed at understanding how pandemic-imposed remote work arrangements affected millennial workers in India. With signs of the pandemic slowing down, but with the likelihood of organizations retaining some of these work arrangements, the paper also explores how these are likely to affect the future of work, and the role that organizations and leaders have in managing the workforce in the ‘new normal’. The study follows an interpretivist paradigm and qualitative research approach using the narrative method as a key research strategy. The data was collected using in-depth interviews from Indian millennial respondents employed in both private and government sectors. The findings show a kind of work-life integration for the workers as a result of the pandemic-imposed remote work arrangements. This integration has been caused by four different types of issues that have also emerged as four major themes which have resulted in a further 10 sub-themes. The four major themes identified in this research are Managerial Issues, Work Issues, Logistical Issues, and Psychological Issues.
... We have identified two studies that examined forced WFH arrangement, and these studies signal negative impacts on employees. In Harris (2003), employees reported that they worked harder and longer, mainly due to poor administrative support, distractions and interruptions, resulting in increased stress levels. Contextual situation such as marital status, number of children and physical and temporal space affect WFH outcomes. ...
Purpose
Work-from-home (WFH) arrangement is implemented to enable employees to achieve work–life balance. However, WFH arrangement can be less than ideal. This study developed a WFH framework using qualitative data.
Design/methodology/approach
An open-ended survey was conducted and participated by 621 employees. The data were examined using the qualitative content analysis method.
Findings
Work performance and personal well-being have been identified as WFH outcomes, and 12 relevant research propositions have been developed. Constraints to WFH effectiveness include household and organisational factors whilst instrumental and emotional support were identified as the facilitating conditions. Two moderators were also identified: temporal flexibility and commitment orientation.
Research limitations/implications
This study provides a framework that support effective implementation of WFH and similar flexible work arrangements. Managing time, situation, emotions and attitudes are coping strategies used by WFH employees, and the efficacy of these strategies needs further empirical investigation.
Practical implications
Three main factors have been identified as significant in determining WFH effectiveness. Understanding these elements can help managers design solutions to help employees manage work-home boundaries, improving their work performance and well-being.
Originality/value
The Constraints–Coping–Effectiveness WFH framework and research propositions help organisations build WFH guidelines and policies. This study also recognises commitment orientation, which links resources, strategies and outcomes. The inclusion of this variable in future empirical studies could explain the gaps in the current literature.
... This enforced transition from office to teleworking posed challenges for both employees and managers, since extensive teleworking can damage coworker relationships (Fonner and Roloff, 2010). In addition, if teleworkers feel excluded and miss their former office interactions, reductions in visibility and decreased career development opportunities are likely (Duxbury et al., 1998;Mann et al., 2000;Harpaz, 2002;Felstead et al., 2003;Harris, 2003;McDonald et al., 2008;Grant et al., 2013). However, if teleworkers experience a sense of autonomy (Gajendran and Harrison, 2007), higher feelings of control, and flexibility (Huws et al., 1990;Standen et al., 1999;Maruyama and Tietze, 2012), then it is more likely that they will appreciate teleworking. ...
COVID-19 made evident the need for workplace digital transformation due to a rapid transition from office to remote work. Therefore, employers must make telework suitable for office workers who suddenly became permanent teleworkers. By using partial least squares path modeling, this article suggests the defining of telework tasks suitability and of telework workplace suitability by performing an empirical study with 691 employees who had experienced a rapid transition from office work to remote work during the pandemic. Both telework tasks suitability and telework workplace suitability are found to have a positive relationship with collaboration and work performance. Employers should therefore especially focus on communication technology when expecting employees work from home to improve work performance and enable collaboration to prevent them from feeling isolated. This study is the first to define telework tasks suitability and workplace suitability for enabling collaboration and improving work performance of teleworkers after an enforced transition from office working to teleworking.
... The ambiguous findings about telework's effects emerge because there are observed "costs" associated with any benefits that may be realized. Such costs may include social and professional isolation, and concern about career advancement at the employee level, and a potential loss of control at the managerial level (Harris, 2003). Previous studies of telework generally involve those employees who have sought out remote working conditions and measure their effects on performance, career advancement, team morale, and so on (Bae & Kim, 2016;Charalampous et al., 2019;Lee & Kim, 2018). ...
Most of our knowledge of the benefits and costs of telework are based on self-selected workers who have worked remotely part-time. Full-time, pandemic-induced mass telework may present benefits and costs that differ from what was understood in the prior context. Informed by conservation of resources (COR) theory, this study examines the effect of pandemic-induced remote working on work alienation in the public sector with two Canadian surveys: a panel of teleworking public servants ( n = 605), and a representative sample of teleworking Canadians in public and private sectors ( n = 1001). Teleworkers who fit the “conscientious” personality profile were less alienated in their new teleworker status, and by contrast “extroverts” were more alienated than before the pandemic. We then examine the types of organizational adaptations that lower alienation, and find that more autonomy, avoiding micromanagement and promoting communication among employees is most promising.
... Selon nos résultats, la socialisation à distance ne présenterait toutefois pas d'effets négatifs sur l'attachement à l'organisation, tel que mesuré par l'identification organisationnelle et l'implication affective, laissant supposer que la socialisation à distance n'est pas inéluctablement nuisible à la construction de la relation d'emploi. Ces résultats contredisent toutefois les constats émis par d'autres auteurs témoignant que le travail à distance mènerait à moins d'engagement et d'identification organisationnelle (Harris, 2003 ;Sardeshmukh et al., 2012) et nécessitent d'être soigneusement interprétés. Au vu du contexte spécifique de l'institution où se déroule cette étude, une explication possible à ces résultats contre-intuitifs est liée au rôle joué par la congruence de valeurs. ...
Cette étude s’intéresse aux effets de l’onboarding à distance vécus par les nouveaux entrants d’une école de management hôtelier pendant la pandémie de Covid-19 et aux ressources mobilisables pour y faire face. En comparant deux cohortes de 200 nouveaux entrants, l'une enrôlée avant la pandémie de Covid-19 et la seconde démarrant dans un fonctionnement organisationnel largement à distance, elle met en évidence les effets délétères de l'onboarding à distance sur la satisfaction, l'épuisement émotionnel et l'intention de poursuivre, mais pas sur l'identification et l'implication organisationnelle. Les conditions d'entrée modulent les effets bénéfiques des comportements proactifs, dans la mesure où ces derniers sont moins profitables lorsque le processus de socialisation se fait à distance. Notre étude montre enfin que les comportements proactifs médient la relation entre l'expression de soi versus le conformisme de façade et les indicateurs d'ajustement au travail. Cette étude offre des pistes pour minimiser les risques que comporte l’onboarding à distance pour l'organisation et pour les nouveaux entrants.
... Se ha demostrado que comportamientos del líder tales como consistencia, integridad, delegación de control, comunicación y demostración de preocupación genuina por sus empleados influyen en la percepción que ellos tienen sobre su confiabilidad y, a su vez, en su disposición para afrontar el cambio. Según Harris (2003), se trata de la importancia de crear un contrato psicológico que defina y aclare las expectativas que los empleados puedan tener sobre el proceso y su líder. ...
Este libro aborda aspectos fundamentales de la transformación digital en las organizaciones, y a través de estas, en la sociedad en general. Especialistas de diversos campos disciplinares y contextos, así como líderes con experiencia en la realización de este tipo de iniciativas en organizaciones de diversos tipos y tamaños, abordan los orígenes, los fundamentos y las implicaciones de esta importante transformación.
La transformación digital conduce a las organizaciones a considerar la implementación de múltiples iniciativas tecnológicas, pero también, a la realización de diversas acciones en lo social, lo cultural, lo político, lo económico, lo ecológico y lo normativo, en la configuración de un proceso de adaptación a las nuevas realidades y, en no pocas ocasiones, de un proceso que responde a la necesidad de reconfigurar, reinventar y hacer avanzar los esquemas tradicionales de organizarnos socialmente, con el interés de alcanzar nuevos estándares de bienestar, desarrollo y prosperidad para la humanidad. Este tipo de transformación implica la reconfiguración del modelo de negocio y, de hecho, el surgimiento de nuevos negocios, así como el establecimiento de formas inéditas de comerciar, comunicarse y de interactuar en todas las esferas entre los diversos actores que dan forma a la sociedad.
Dado que en América Latina no existen suficientes trabajos que permitan comprender los aspectos relevantes de la transformación digital en el contexto organizacional, y de la sociedad en su conjunto, este libro pretende constituirse en una obra de referencia y de consulta para aquellas personas interesadas en este tema en el contexto actual.
Cet article présente une étude qualitative portant sur le bien-être temporel des entrepreneurs. Sur la base d’entretiens réalisés avec 21 entrepreneurs français, nous montrons que le temps est le principal facteur de réduction du bien-être. Les entrepreneurs ressentent à la fois de la pression temporelle et de l’insatisfaction relative à l’utilisation de leur temps, deux aspects qui génèrent du mal-être. Trois phases dynamiques sont identifiées : une phase de réduction du bien-être temporel, une phase de prise de conscience quant à l’effet pathogène du manque de temps et une phase d’action au cours de laquelle des stratégies temporelles sont adoptées pour établir un meilleur équilibre entre la vie professionnelle et personnelle. Notre recherche confirme que le temps est une facette importante du bien-être des entrepreneurs, tout en fournissant une première conceptualisation du bien-être temporel dans le contexte de l’entrepreneuriat.
The surging prevalence of independent work is giving rise to concerns about professional isolation. However, the research regarding the purposeful inclusion of workers who feel isolated is not applicable for independent workers, for whom disconnection is inherent in their roles. We address this issue with a grounded theory study involving 30 interviews with independent workers. As independent workers’ explicit expectation of work relationships is more transactional than for workers in more traditional roles, formal and social inclusion practices do not necessarily make them feel included. Scholars generally use the terms social and professional isolation interchangeably, but to understand how independent workers experience isolation and how organizations can make them feel included, it is necessary to distinguish between these two concepts. This research contributes to the literature on workplace isolation by providing a nuanced understanding of professional isolation for independent workers and introducing the concept of professional inclusion as a potential solution. This study also provides a theoretical framework that links isolation and inclusion for independent workers.
COVID-19 pandemic led to the adoption of a different working approach: “The remote working.” Evidence about the association of remote working with stress outcomes and life quality is lacking. This systematic review provides an overview of the effects of COVID-19 pandemic on remote-workers’ stress and life quality. We conducted systematic literature searches in databases including Pubmed, Scopus and Web of science, from September 2020 to September 2023. Screening of titles, abstracts, and full texts were performed according to the Preferred Reporting Item for Systematic Review and Meta-analyses. The quality of the included studies was assessed using the Newcastle-Ottawa Scale. The review highlighted possible predictors (work-family conflict or a condition of social isolation) associated with improvement or worsening of quality of life and stress. The results highlighted the association between stress and family difficulties (β: −0.02, P-value <0.05), isolation during the first (β: −0.22, P-value <0.05) and second pandemic waves (β: −0.40, P-value <0.05) or due to the advancing age of workers (β:0.19, P-value <0.05) and (β: −0.05, P-value <0.05), furthermore some job categories presented greater stress such as teachers (16.94 ± 5.46). Conversely, remote working positively affected life quality, enhancing factors such as creativity (Average Variance Extracted, AVE: 0.41, R2: 0.17) and self-efficacy (AVE: 0.60, R2: 0.36). Future research should focus more on the relationship between work and family and on interventions that counteract social isolation.
Purpose
In recent years, both homeowners and the research community have shown a growing interest in home automation devices and smart homes. About one-third of all primary energy resources are used by homes worldwide, which consume significant energy. This has raised concerns regarding energy accessibility and the quick depletion of energy sources, the growing need for building services, the improvement of comfortable lifestyles and the increased time spent at home. This study aims to offer a comprehensive and significant examination of state-of-the-art intelligent control systems used for managing energy and ensuring comfort in smart homes.
Design/methodology/approach
After conducting a comprehensive search in the Scopus database, a total of 55 articles were carefully selected. Using the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4 SLR) technique for systematic reviews, the current study synthesized prior research on energy efficiency in smart homes and conducted a detailed descriptive analysis to describe the current state of knowledge.
Findings
Future research on energy efficiency in smart homes could delve into various prospective areas that would strengthen existing knowledge and practices. Using innovative technologies in smart homes can reduce energy consumption in residential areas by offering convenience and improved features.
Originality/value
To the best of the authors’ knowledge, this is the first systematic literature review focused on intelligent control systems for energy and comfort management in smart homes, as well as residents’ interaction with indoor comfort.
The COVID-19 pandemic disrupted the national economies impacting all nations resulting in restructuring processes related to work, downsizing, and merging of companies. In India, except for a few industries like IT or education, where working remotely was possible, the lockdowns impacted all employment sectors both negatively and positively. On the negative side, e.g. employees experienced job insecurity and adaptation to newer work processes; on the positive side, many organizations took ample efforts through workplace safety management practices to support employees grappling with health issues giving way to positive workplace behaviour by employees such as organizational citizenship behaviour (OCB). Such positive behaviours by employees are an amalgamation of organizational and personal aspects, which promisingly leads to a better working environment, ultimately boosting the overall employee work performance. The aim of this chapter is to emphasize on the antecedents of OCB and suggest initiatives that managers/supervisors and organizations could implement to enhance OCBs. The chapter delves deeper into the individual correlates such as organizational commitment, job satisfaction and work–life balance along with work correlates namely task (job) characteristics, leadership behaviours and group cohesiveness. The chapter ends with some pertinent recommendations to enhance such positive behaviours for a healthy work environment.
Purpose
The swift and unanticipated integration of telework by European companies due to COVID-19 gave rise to distinct features of telework. These attributes underscore the necessity of analysing its impact on employees’ well-being. This paper explores how telework experiences impact well-being by influencing work–life balance and job satisfaction. Additionally, it investigates whether employee preferences for telework are a contributing factor.
Design/methodology/approach
Based on the data provided by the “living, working and COVID-19” e-survey, structural equation models (SEM) were used to test the hypotheses. Specifically, a multiple-mediation approach and path analyses were applied to measure the relationship between the variables under study. The moderating role of preference for telework was also tested.
Findings
Key findings support that telework experience has a positive impact on well-being, both directly and indirectly, particularly via work–life balance. Although preference for telework strengthens the relationship between telework experience and well-being, it does not enhance the predictive power of the mediated model.
Practical implications
These results have important implications from an applied perspective. Human capital departments as well as managers should design telework programmes to create a positive experience since this will ensure a positive influence on the perception of work–life balance, job satisfaction and well-being.
Originality/value
COVID-19 as a sudden environmental constraint forced the implementation of telework without proper planning and training. Thus, how the employees experience this major change in their working conditions has affected their well-being. The present paper contributes to clarifying how the proposed variables relate under such constraints.
Remote work is typically characterized as work that is done at some physical distance from the office. Existing research has shown that the main elements of this characterization—physical distance and the office—are far more complex than most people realize. This review develops a framework that refracts the concept of remote work into four types of distance—psychological, temporal, technological, and structural—and three objects from which one can be distant—material resources, social resources, and symbolic resources. We then use this refraction framework to answer five questions about the way remote work is changing the future of work: ( a) Who will work remotely? ( b) Where will people work remotely? ( c) When will people work remotely? ( d) Why will people work remotely? and ( e) How will people work remotely? After demonstrating how existing research can help us answer these questions, we discuss important avenues for future investigation.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 11 is January 2024. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
Organizations need to rebuild themselves after the Great Confinement, and this chapter aims to analyze and address the effects of work during the lockdown and the characteristics of hybrid work by deconstructing the elements that led to its development and positioning. The background of work-from-home schemes during the COVID-19 crisis is discussed, acknowledging the challenges involved when these schemes were pushed to the limit. We propose to define hybrid work as the combination of work in and outside the office, where space, time, and home intersect thanks to the use of technology. This chapter presents a review and discussion of the human, technological, and organizational levers of the emergent hybrid work schemes as experienced by companies and their employees during the pandemic. Besides the approach to defining the concept, the intended contribution is to put “hybrid work” into practice in organizations and highlight its importance in talent attraction and retention.
Remote work has become a routine experience for many managers, forcing them to adapt to new ways of ensuring that employees follow company procedure and achieve job targets. Key among these changes have been to the move to computer-mediated surveillance (CMS), where managers monitor employees through electronic representations of work and computer-mediated interaction (CMI), where managers interact with employees through online communication. The outcome of this move is ambiguous and contradictory. CMS can strengthen control because of how effective it is at reporting on work. However, CMI can weaken control because of how effective it is at withholding work practice. We review the literature on remote work to explain how these apparently contradictory effects interact. We show that the joint effect of CMI and CMS goes beyond changing the amount of control over employees. Instead, this joint effect requires managers to ensure the accessibility necessary for control of remote work: that employees make their work visible and that they make themselves reachable for interaction with managers and peers. We use this new domain of control to outline a two-dimensional model of control.
Coping intelligently with global public mental health threats means resolving challenges at an individual and societal level by efficiently utilizing professional expertise and critical thinking. Philosophical underpinning of coping with pandemic and infodemic stress approach facilitates clarity regarding the course of public mental health actions to navigate immediate and forthcoming complex situations, such as those arising from the global crisis caused by the virus SARS-CoV-2 and coronavirus disease (COVID-19). To cope efficiently with global challenges, professional public mental health communities need to promote a culture of awareness and preparedness for pandemic, as well as infodemic including global spread of distorted news, false information, and statistical simulations based on biased expert opinions. Indeed, evidence suggests that during a pandemic, the general public, politicians, medical experts, and governments are vulnerable to deepfakes, such as deliberate misinformation, and public mental health risks involving fear, panic, xenophobic attitudes (e.g., scapegoating), and racial biases.
Further, societal responses demonstrate that damage caused by the widespread infodemic exceeds the pandemic’s biomedical impact. For example, mass fear and anxiety instilled by confusion and distrust in the ability to cope with a crisis on an individual and group level results in negative impacts to mental health. The emergency situation caused by pandemic will pass, but the psychosocial consequences will remain long-term, and their impact on human lives will depend on our efforts to build personal and societal adequate expertise based on coping intelligence and resilience, in addressing unforeseen challenges.
The aim of this collection of research papers was to provide a unique opportunity for an interdisciplinary article collection that welcomes contributions from public mental health professionals, psychologists, sociologists, epidemiologists, science methodologists, philosophers, AI researchers, and digital mass media experts. The goal is to share conceptual insights and practical guidelines to develop successful mental health coping strategies during times of uncertainty and global challenges. Specifically, this Research Topic will focus on successful coping strategies in the area of public mental health implemented at any level - individual, national, regional, and global.
Although management research on work-life flexibility policies has occurred for over 40 years, it is underdeveloped with inconsistent results. We argue that this is due to theorizing that—but not measuring whether—policy use increases boundary control; a fragmented literature examining a range of policies (either individually or bundled) without comprehensive integration; and an under-examination of policy implementation effectiveness. Drawing on boundary theory, we inductively review 338 studies to organize the work–life flexibility policy literature around a boundary control and implementation framework. Our framework derives a taxonomy of types of boundary control, identifies implementation stages, considers the importance of policy bundling, and incorporates multi-level (individual, group, organizational, societal) and multi-domain (family, work) dynamics. Our review shows that the current literature often assesses the availability of single policies and individual outcomes; but under-assesses boundary control, extent of use, bundling, implementation, and multi-level outcomes. Our results provide a springboard for future research and practice by offering new insights for understanding work–life flexibility policies, encouraging scholars to: (1) recognize the crucial role of different types of employee boundary control (spatial, size, temporal, permeability, continuity) as an inherent element of policy experiences that must be measured rather than merely assumed; (2) examine how work–life flexibility policy implementation involves four implementation stages—availability, access experiences (including enablers and barriers), use, and outcomes—with multiple stakeholders (e.g., individual employees, supervisors, coworkers, family) and contextual factors (i.e., societal forces); and (3) innovate ways to examine emergent policy issues such as equality, home implementation, and hybrid forms.
Today, the worldwide society is facing an important chaotic situation due to several events such as the pandemic health crisis, the related lockdowns as well as the outbreak of the Russian-Ukrainian war which modify the nature of the economic and social scenario. The COVID-19 pandemic leads to relevant recessions requiring a significant effort at individual, organizational, and institutional levels. At the same time, the health emergency impacts our lives underling the need of a profound rethinking of many proven and solid standards from different perspectives. While, the war already presents huge economic consequences (i.e. energy shocks) severely affecting the global community. Moreover, this conflict devastates the social perspective of the people directly and not directly involved.KeywordsDigital transformationSmart workingPublic organizations
Work plays a critical role for people, organizations, industries as well as for the society as a whole. In our digital era, as in the past, the attention on the work setting is significant. However, as seen previously in this book, new features emerge that require a deeper focus to better understand the state of art of the new work setting model.KeywordsSmart workingTheoretical frameworkOrganizational change
İnsan hayatının yetişkinlik döneminin odak noktası olan aile ve çalışma her zaman birbiriyle uyumlu olmayıp aralarında çatışma bulunmaktadır. Rekabet ve belirsizliğe karşı geliştirilen esneklik uygulamaları işçileri güvencelerden yoksun bırakmakta, evlilikteki azalma, farklı birliktelik yöntemleri ve kadınların işgücü piyasasına girişleri aileyi dönüştürmektedir. Bu noktada iş ve aile arasındaki uyumun sağlanması amacıyla esnek çalışma biçimleri, izin düzenlemeleri ve bağımlı bakımı düzenlemeleri gibi aile dostu uygulamalar geliştirilmektedir. Ancak esnek çalışma biçimlerine ilişkin düzenlemeler işçilerin iş güvencesinden yoksun kalmalarına sebep olmakta, izin düzenlemeleri anneyi odak noktasına alıp babaya yönelik düzenlemelere sınırlı olarak yer vermekte ve bağımlı bakımı uygulamaları ise bakım sorumluluğunu kadına yüklemekte ve insan ömründeki artışa bağlı yaşlı bakım gereklilikleri göz ardı etmektedir. Bu çalışmada; aile dostu uygulamalar kavramı ve kapsamı ortaya konulup hukuki düzenlemelerin iş ve aile arasındaki çatışmayı azaltma noktasındaki etkilerine ve bunlara yönelik önerilere yer verilmiştir. Çalışmanın amacı; Türk İş Hukuku kaynaklarının uluslararası iş hukuku kaynakları ile karşılaştırılarak aile dostu niteliklerinin değerlendirilmesidir. Bu kapsamda esnek çalışma biçimlerinde güvence ve esneklik arasındaki ilişkinin işçi lehine düzenlenmesi, izin düzenlenmelerinde babaların da göz önüne alınması ile ebeveyn izni düzenlemesinin yapılması ve bağımlı bakımı düzenlemelerinde değişen aile ve aile sorumluluklarına uyumlu düzenlemeler yapılması yararlı olacaktır.
*Bildiri Yusuf Erdem Tunç’un Marmara Üniversitesi Sosyal Bilimler Enstitüsü Çalışma Ekonomisi ve Endüstri İlişkileri Bölümü’nde devam etmekte olan doktora tezinden türetilmiştir.
The objective of this paper was to evaluate the impact of the pandemic as a stressor event on young people at the beginning of their professional careers. We report on three subsequent studies on a relatively underexplored aspect: The lack of inspiration, challenge, and team spirit, could lead to job boredom, disinterest, and a perceived limitation to personal development. At its extreme, a boreout can occur. A boreout describes a negative mental state triggered by prolonged exposure to the combined impact of the three aforementioned dimensions. Boredom and a crisis of growth became evident, but neither of the three studies could find evidence for disinterest or a crisis of meaning. Instead, it revealed the magic of resilience kicking in and confirmed that digital work connectivity diminished the negative side-effects of starting a professional career during the lockdown.KeywordsCareer startStressor eventBoreout
The General Data Protection Law (LGPD) determines the principles to carry out the processing of personal data, encouraging the Brazilian Federal Public Administration (FPA) agencies to implement good practices related to data privacy. To achieve compliance with the LGPD, it is necessary to adapt the processes that involve the implementation of the digital and document compliance program, improving the procedures and internal data flows and the control in the treatment carried out on users’ personal data. This work aims to analyze an agency’s compliance with the LGPD and verify adherence to the proposed implementation process to implement and maintain general data protection in an agency. We carried out an exploratory study to elaborate the proposed process and after that we carried out a survey to collect the perception of the 54 ICT practitioners who work at the agency in relation to issues of access, transfer, security and privacy of personal and sensitive data. The survey also addressed issues related to data governance and the agency’s suitability for the LGPD. Our findings revealed that access to personal data at the agency is restricted by ICT practitioners and access is based on their activities. Most ICT practitioners recognize that the agency is concerned with the handling of personal and sensitive data, as well as recognizing the existence of governance policies to ensure the privacy and security of user data.KeywordsBrazilian General Data Protection LawPerception of IT PractitionersData privacyBrazilian Federal Public AdministrationData Protection Laws
If homeworking becomes more common, there are dangers and benefits both for the organizations and the individuals involved.
Two new types of workers are rapidly emerging in the global economy. The first is the data-processing programmer or clerk who prefers "telecommuting" to reporting in a structured way to a traditional office. The benefits and pitfalls for these workers and their employers are many, and several million people may be formally engaged in this fashion already. The second type of off-site worker is the off-shore data entry clerk based in low-wage countries, employed by Fortune 1000 companies. Such off-shore telecommuting is generating enormous savings to major U.S. firms, but it also may be depriving an entire generation of entry-level clerical and low-tech jobs to American youth at a time when they are desperately needed in the economy. This article explores many of the implications of both forms of telecommuting and poses a number of political, economic, and social issues for further research.
This paper argues that concepts from institutional theory and managerial dominant logic can be used to examine human resource managers' institutional role supporting the adoption of employer-sponsored childcare as a form of organizational adaptation to change. Three components of the dominant logic of employer-sponsored childcare were found: management control, environmental, and a coercive component. These components overlap to form an overall management orientation toward employer-sponsored childcare, which are related to management's demographic backgrounds, and their organizational and industry environments. The extent of adoption of employer-sponsored childcare was found to be positively related to (1) the strength of human resource manager's global orientation, and (2) their interpretations of favorable executive attitudes toward employer-sponsored childcare.
This paper examines the role of trust in organizational response to crisis. Based on prior research and interviews with 33 top managers during a period of industry crisis, trust is conceptualized in terms of four dimensions: competence, openness, concern, and reliability. Trust at the group, organizational, and interorganizational levels is hypothesized to be positively related to decentralization of decision making, undistorted communication, and collaboration within and between organizations during crisis. Trust is also hypothesized to be positively related to organizational performance.
Developing and maintaining trust in work relationships The past decade has seen dramatic changes in the modern organization. New organizational linkages, strategic alliances, partnerships, and joint ventures are being formed to achieve and maintain competitive advantage in the marketplace. New linkages require organizations to move away from the more traditional hierarchical forms and toward networks and alliances. These new forms are designed to be more responsive to rapid change, enable entrepreneurial activity to flourish within the organization and across its boundaries, and increase the effectiveness of communication and problem solving across departments, locations, functional responsibilities, and organizational boundaries. In their recent work, Managing the New Organization , Limerick and Cunnington (1993) emphasize nine crucial competencies for managing networks, within and across organizational boundaries. Interpersonal dynamics between key actors within a network or alliance are critical elements in this list of competencies, and trust is central to this list: The key ...
“Why does the major emphasis appear to be on using telework as a cost-cutting mechanism, rather than as an approach which treats people as valued long-term assets?” This important study exploring the ethical ambiguities and challenges of teleworking was first presented at an Imperial College Management School Conference on Ethical Issues in Contemporary Human Resource Management in April last year, sponsored jointly by EBEN-UK, the British Chapter of the European Business Ethics Network, and BUIRA, the British Universities Industrial Relations Association. Chris Moon is Senior Lecturer in Occupational Psychology and Human Resource Management at Anglia Business School, Anglia Polytechnic University, Danbury Park Conference Centre, Danbury, Chelmsford CM3 4AT, as well as teaching the MBA Business Ethics programmes at Imperial College Management School, University of London. Celia Stanworth is Senior Lecturer in Human Resource Management at the Business School, University of Greenwich, Riverside House, Woolwich, London SE18 6BU, and has published widely in the area of teleworking.
Champions of virtual corporations urge managers to subcontract anything and everything. And because several high-profile corporate giants have been outperformed by more nimble, "networked" competitors, the idea of the virtual organization is tantalizing. Many executives have come to believe that a company that invests in as little as possible will be more responsive to a changing marketplace and more likely to attain global competitive advantage. But is that really the best way to organize for innovation? In this HBR article from 1996, Henry Chesbrough and David Teece argue that the virtual corporation has been oversold. Innovation is not monolithic. For some innovations, joint ventures, alliances, and out-sourcing can play a useful role. But for others, they are inappropriate-and strategically dangerous. The initial success and subsequent failure of the IBM PC illustrate the strategic mistake of using a virtual approach to develop the kind of complex technology that should be controlled in-house. The authors present a framework to help managers determine when to innovate by going virtual, when to form alliances, and when to rely on internal development. They provide a range of cases to illustrate how to match organizational strategy to the type of innovation being pursued. General Motors, for example, used the wrong approach to develop disc brake technology and got to market later than its competitors. There are benefits to being virtual. But, the authors caution, the popularity of networked companies and decentralization arises, in part, from observations made within a very short time frame. Long-term success requires considerable and sustained investment within a company.
Focusing on post-industrial economies, the study examines social inequality and changing experiences of time, space, culture, travel, the environment and globalization. Through a comparative analysis of the UK and US, Germany and Japan, the authors show how restructuration after organized capitalism has its basis in increasingly reflexive social actors and organizations. The consequence is not only the much-vaunted "postmodern condition' but a growth in reflexivity. In exploring this new reflexive world, the authors argue that today's economies are increasingly economies of signs - information, symbols, images, desire - and of space, where both signs and social subjects - refugees, financiers, tourists, flaneurs - are mobile over ever greater distances. They show how an understanding of such flows contributes to the analysis of changes in social relations, from the organization of work to the "culture industries', from the formation of an underclass to new forms of citizenship. -Publisher
An important current of thinking in the last decade has emphasized the need for a shift from control to commitment as the central objective of management employment policies. This paper is concerned to assess whether there was a significant increase in British employees’ commitment to their organizations in the 1990s, using comparative data from two large-scale and nationally representative surveys carried out in 1992 and 1997. It finds that there was no evidence of an increase in commitment over the period. As in the early part of the decade, employees had only a weak level of attachment to their organizations. The analysis examines a number of factors that have been seen as important determinants of such commitment: changes in the level of skill, task discretion, controls over work performance, and forms of employee involvement. While there were changes in some of these factors that encouraged higher commitment, these were largely cancelled out by a notable decline in the discretion that employees were allowed to exercise over their work.
Using a number of empirical studies of human resource policies in Fortune 500 companies, this article focuses on (a) the major work/family problems faced by employees, (b) how work/family programs affect productivity, (c) what trends are emerging among companies, and (d) how a subsample of leading scientific companies and universities are responding to work/family issues. The seven major issues employees face are examined: child care, elder care, work time and timing, relocation, job demands and autonomy, supervisory relationships, and organizational culture. The major characteristics of Stage 1 and Stage 2 companies are compared, the later companies having more comprehensive and multifaceted programs that are responsive to employee needs. The research indicates that although some of the leading corporations and universities are responsive to work/family problems, many are still not aware of nor responsive to work/family strain and conflict.
This paper reports on research which tracked the experience of a group of professional workers as they moved from being conventional office workers to becoming homeworkers where they used the new information and communication technologies (ICT's), but remained as full-time salaried employees. The paper evaluates the value of Giddens's conceptualization of power, identity and time/space in explaining the consequences of this move and compares his approach to post-modern theorizations, which draw on the work of Foucault and Lash and Urry. The paper concludes with the view that such a form of organization is neither inherently corrosive of character (Sennett 1998) nor does it provide a space for aesthetic reflexivity (Lash and Urry 1994). What has yet to develop is a sense of 'the other' within the emerging discourse serving to articulate this new form of organizing.
This article introduces work/family border theory - a new theory about work/family balance. According to the theory, people are daily border-crossers between the domains of work and family. The theory addresses how domain integration and segmentation, border creation and management, border-crosser participation, and relationships between border-crossers and others at work and home influence work/family balance. Propositions are given to guide future research.
Flexibility is a difficult concept because it is used in a number of different contexts, both in the world of work and in the political arena. It is advocated by some political leaders, business gurus, and employers as the necessary condition for the survival of national labour markets in a fast-moving world of growing global competition. It is also seen as the necessary response at the workplace to these selfsame volatile business conditions. Others, especially trade union leaders, reject the benefits claimed for flexibility, seeing it as a means to cut wage costs and increase employment insecurity. Getting beyond the rhetoric, is it possible to see flexible work arrangements achieving mutual advantage to employers and employees? This article suggests that it is possible to do this, but only through employers understanding the different needs of their individual employees; the workforce for its part has to understand the business imperatives behind the need for change. A ''dealing" process is outlined to indicate how the interests of the parties might be recognized and reconciled.
The psychological contract held by an employee consists of beliefs about the reciprocal obligations between that employee and his or her organization. Violation refers to the feelings of anger and betrayal that are often experienced when an employee believes that the organization has failed to fulfill one or more of those obligations. This article provides a model outlining the psychological sensemaking processes preceding an employee's experience of psychological contract violation. It also identifies factors that affect those processes with the aim of encouraging future empirical research.
In an exploratory longitudinal study of business school alumni, we investigated changes in employment obligations as perceived by em- ployees. During the first two years of employment, employees came to perceive that they owed less to their employers while seeing tbeir em- ployers as owing them more. An employer's failure to fulfill its com- mitments was found to be significantly associated witb decline in some types of employee obligations. We discuss implications for managing employees' beliefs regarding obligations and for future research on psy- chological contracts. Contracts are a ubiquitous and necessary feature of organizations. They serve to bind together individuals and organizations and regulate their be- havior, making possible the achievement of organizationa l goals. Accord- ingly, they merit a prominent place in the study of organizations . Unfortu- nately, although macro research has given some attention to contracts (e.g., Williamson, 1975), such a focus has been largely absent from research on organizational psychology. This study begins to redress this shortcoming by examining the nature of perceived contractual obligations and changes in these obligations over the first few years of employment. Mutual obligations are the essence of the employment contract (Rous- seau, 1989) defining the relationship between employee and employer. Em- ployees agree to make specific contributions to an organization in return for benefits from the employer (Nicholson & Johns, 1985). Recently, trends in the nature of these mutual obligations have received considerable attention. Managers have decried the decline of employee loyalty, while at the same time work force members have been counseled to eschew reliance on job security or employer commitments and to "pack their own parachutes" in- stead (Hirsch, 1988).
In many approaches to interpersonal and organizational trust, researchers focus on employees' perceptions that their managers are trustworthy. We turn the tables, however, and examine the antecedents of managerial trustworthy behavior and the challenge oi initiating trust. Drawing on agency and social exchange theories, we present an exchange relationship framework that identifies organizational, relational, and individual factors that encourage or constrain managerial trustworthy behavior.
Introduction Contracting A Modern Dilemma Contract Making The Contract Makers Contemporary Contracts Violating the Contract Changing the Contract Business Strategy and Contracts Trends in the New Social Contract
There are four breaks from the traditional 9-to-5 routine of employees who share a work location and see each other on a daily basis known as telework. (1)
Home-based telecommuting refers to employees who work at home on a regular basis and can be said to be telecommuters if the telecommunications link to the office is a simple as a telephone. (2)
Satellite offices consist of employees who work both outside the home and away from the conventional work place in a location convenient to the employees and-or customers. (3) A
neighborhood work center is the same as a satellite office except that this houses more than one company's employees. (4)
Mobile workers are frequently on the road, using communications technology to work from home, from a car, from a plane, or from a hotel—communicating with the office as necessary from each location. Each of these offers challenges for companies and their managers but also opportunities. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Editors Roderick Kramer and Tom Tyler have assembled a cross-disciplinary group of scholars—from social psychology, behavioral economics, sociology, and organizational theory—to bring together some of the newest . . . conceptual perspectives in the field. These contributions also reflect a variety of new methodological approaches to the study of organizational trust. This volume's broad coverage includes discussion of the psychological and social antecedents of trust, the effects of social and organizational structures on trust, and the broad effects of trust on organizational functioning. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Based on findings from a study of professional employees in a large county council who experienced major organizational restructuring as a result of the most recent local government reorganization, this article discusses; the key factors which influenced individual perceptions of fairness about the outcomes of the organizational restructuring process and the significance of the existing state of the psychological contract between employer and employee in shaping employee reactions, the importance of developing processes which not only meet the requirements of procedural justice and equality of treatment but also have the flexibility to allow for sensitive personal interactions which take account of individual circumstances, how management behaviours in the application and interpretation of organizational rules impact upon the experience of individuals and shape their perceptions of managerial trustworthiness, insights from the study which could be used to develop future approaches to implementing change in local government. Copyright © 1999 John Wiley & Sons, Ltd.
Discussion of ‘work-life balance’ and ‘family-friendly’ employment is much in vogue among politicians and business leaders. Often, but not always, working at home is included within such practices. However, the concepts of work-life balance and family-friendly are commonly left ill-defined by researchers and policymakers alike. In this article we outline formal definitions of these terms, which place spatial issues - and hence working at home - at the heart of the debate. This leads us on to examine working at home through the theoretical lens offered by attempts to explain the rise of work-life balance arrangements. Twelve hypotheses emerge from the literature and are tested on the management data contained in the 1998 Workplace Employee Relations Survey or WERS98. Many of these hypotheses pass weak statistical tests but fail on stronger logistic regression tests. The article shows that the option to work at home is more likely to be available in the public sector, large establishments and work environments in which individuals are responsible for the quality of their own output. These workplaces are typically less unionised but not especially feminised.
Teleworking is a relatively new mode of alternative work arrangements. During its short life, the study of teleworking gained considerable attention in the literature for both its academic relevance and its practical implications for management. This paper provides a comprehensive review of the developments in this area, studying the nature of teleworking, its antecedents, processes and outcomes. Different models and perspectives are presented and analysed with emphasis shared between both positive and negative aspects. Directions for future research on teleworking issues, as well as recommendations for a new research agenda, are offered within a framework of Why, What and How to explore the future of teleworking.
This article discusses teleworking from a legal perspective. Although spreading rapidly, the many legal aspects of teleworking are under-represented in the literature. The main issues covered in this article are the definition of teleworking, employment relationships and employment contracts, civil liability, and other legal considerations. Lastly, implications are discussed for both the management of organisations and the legal establishment.
This study explores how teleworking is perceived by employees and highlights its possible benefits and pitfalls. Interviews with sixty-two teleworkers in five UK organisations provide a comprehensive view on this mode of work. In particular the study examines teleworking impact on effectiveness, quality of working life, and family life.
Today many organizations, including AT&T and IBM, are pioneering the alternative workplace--the combination of nontraditional work practices, settings, and locations that is beginning to supplement traditional offices. This is not a fad. Although estimates vary widely, it is safe to say that some 30 million to 40 million people in the United States are now either telecommuters or home-based workers. What motivates managers to examine how people spend their time at the office and where else they might do their work? Among the potential benefits for companies are reduced costs, increased productivity, and an edge in vying for and keeping talented employees. They can also capture government incentives and avoid costly sanctions. But at the same time, alternative workplace programs are not for everyone. Indeed, such programs can be difficult to adopt, even for those organizations that seem to be most suited to them. Ingrained behaviors and practical hurdles are hard to overcome. And the challenges of managing both the cultural changes and systems improvements required by an alternative workplace initiative are substantial. How should senior managers think about alternative workplace programs? What are the criteria for determining whether the alternative workplace is right for a given organization? What are the most common pitfalls in implementing alternative workplace programs? The author provides the answers to these questions in his examination of this new frontier of where and how people work.
Warning: your best ideas may work against you”
- G Flynn
Trust and Transition: Managing the Future Employment Relationship
- P Herriot
- W Hirsh
- P Reilly
Where the Butterfly Alights, The Global Location of E-work
- H Huws
- N Jagger
- P Bates
Teleworking and Rural Development, Rural Development Commission
- U Huws
Teleworking: International Perspectives
- P Jackson
- J. van der Wielen
The economic arguments for teleworking
- B Murray
The legal aspecIB of teleworking , Human Resource
- Y Baruch
- L Smith
Baruch, Y. and Smith, L (2002). The legal aspecIB of teleworking , Human Resource . ManagementjOumol, VoL 12 No.3, pp. 61·75
Developing and maintaining trust in work relationships Trust in Organisations Organizational responses to crisis the centrality of trust
- R Lewicki
- B Bunkq
- R Kramer
- T Tyler
Lewicki, R and Bunkq, B. (1996), Developing and maintaining trust in work relationships , in Kramer, R and Tyler, T. (&1s), Trust in Organisations. Frontiers of Theory and Research, Sage, Thousand Oaks, CA, pp. 246-60. l 1ishra, A.K.. (1996), Organizational responses to crisis the centrality of trust , in Kramer, R. and Tyler, T. (&1s), Trust in Organisations. Frontiers of Theory and Research, Sage, Thousand Oaks, CA, pp. 261-Prl
Trust in Organisations
- R Kramer
- T Tyler
Kramer, R. and Tyler, T. (1996), Trust in OrganisaHons. Frontiers ofTheiiry and Research, Sage, Thousand Oaks, CA
Out of sight, out of mind”, Employer's Law
- H Fidderman