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Does Working from Home Work? Evidence from a Chinese Experiment

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Abstract

A rising share of employees now regularly engage in working from home (WFH), but there are concerns this can lead to “shirking from home.” We report the results of a WFH experiment at Ctrip, a 16,000-employee, NASDAQ-listed Chinese travel agency. Call center employees who volunteered to WFH were randomly assigned either to work from home or in the office for nine months. Home working led to a 13% performance increase, of which 9% was from working more minutes per shift (fewer breaks and sick days) and 4% from more calls per minute (attributed to a quieter and more convenient working environment). Home workers also reported improved work satisfaction, and their attrition rate halved, but their promotion rate conditional on performance fell. Due to the success of the experiment, Ctrip rolled out the option to WFH to the whole firm and allowed the experimental employees to reselect between the home and office. Interestingly, over half of them switched, which led to the gains from WFH almost doubling to 22%. This highlights the benefits of learning and selection effects when adopting modern management practices like WFH. JEL Codes: D24, L23, L84, M11, M54, O31.

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... Among all those emerging paradigms, telecommuting-as popularly known remote working-shines bright as the emerging flexible work model commonly used today. The paradigm practically allows employees to work from anywhere outside the traditional office (i.e., mostly at home) and in so doing, reduces time spent commuting, enhances the work-life balance, and eventually improves productivity [3]. Flextime is yet another example in which the employee can freely choose to work within certain limits imposed by the organization, thus letting her accommodate her personal needs but at the same time ensuring organizational commitments [4]. ...
... For remote work, flextime, and the four-day workweek, each of these configurations has demonstrated considerable promise for creating greater productivity and improving quality of life: a. Remote Work: High productivity has generally been described as the result of less commuting, fewer distractions at the office, and increased freedom [3]. However, social isolation and boundaries between work and non-work life have also been discussed as drawbacks [2]. ...
... The swift proliferation of remote work, especially during the pandemic, highlights its viability as a conventional work model in numerous knowledge-driven industries [13]. Although remote work has demonstrated many advantages, including increased productivity from diminished travel hours [3], the enduring impacts on employee well-being and social isolation continue to raise concerns. Although remote work might promote autonomy, it may also result in feelings of isolation and disengagement, especially if not complemented by in-person connections [2]. ...
Article
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The study is aimed at trend analysis, adoption, and effects of remote work, flexible schedules, and a four-day work week on performance and employee well-being; it engages in a systematic literature review methodology for data collection on several industries concerning the pros and cons of different flexible employment paradigigms. Remote working has been embraced best in knowledge-intensive industries, where it increases productivity significantly but at the same time enhances the risk of feeling isolated, and flexitime gives a good work-life balance but needs clear demarcations in the use of this flexibility to prevent over-commitment. Though the four-day work week is hardly ever adopted, experimentation has demonstrated its potential for increasing happiness and well-being in workplaces without compromising productivity. Appropriating hybrid models, deploying outcome-based performance measurement, and making training available are recommendations organizations could take on to make the most of flexible working arrangements. Hence, the study argues for personalized approaches to flexibility regarding the work at hand and the demands of the organization to ensure optimum performance and employee satisfaction
... Metrics that focus on physical presence or time spent at the office may not be applicable in hybrid models. Instead, organizations should adopt outcome-based performance metrics that focus on the quality of work and results achieved (Bloom et al., 2015). Shifting to outcome-based evaluations requires a cultural change, emphasizing trust, autonomy, and clearly communicating expectations to employees. ...
... Flexibility and Autonomy: One of the most widely recognized benefits of hybrid work is the increased flexibility it offers. Studies by Bloom et al. (2015) show that employees who are granted autonomy over their work schedules report higher job satisfaction and better performance outcomes. Flexibility allows employees to tailor their work environments to their personal productivity rhythms, resulting in higher task completion rates and improved overall job performance (Gajendran & Harrison, 2007). ...
... In contrast, employees aged 41-50 years, who typically have more experience and may have developed better self-management skills, seem to perform better in a hybrid model. This finding aligns with research that suggests more experienced employees are often better equipped to handle the autonomy and flexibility offered by hybrid work arrangements (Bloom et al., 2015). Moreover, these employees may also have more established professional networks, which can be crucial for maintaining productivity and performance in a hybrid work setting where face-to-face interactions are limited. ...
Chapter
The adoption of a hybrid working model, especially in the post-pandemic era, has garnered significant attention in the business world. This research study delves into the Hybrid Working Model practices and its consequences on employee performance and productivity. The study's objectives encompass an analysis of the Hybrid Working Model practices, the examination of job satisfaction, communication, and collaboration levels, and the assessment of its impact on employee performance and productivity. This descriptive research has collected responses from 145 employees using random sampling Technique through questionnaire and data were analysed using ANOVA, Correlation, Regression Analysis along with percentage analysis and descriptive statistics. The results indicate that the Hybrid Working Model significantly affects employee performance, underscoring the model's impact. The correlation analysis reveals a positive relationship between job satisfaction and performance, as well as communication and collaboration levels in the Hybrid Working Model.
... Choudhury and colleagues noted that the benefits of flexibility from the arrangements given to employees through remote work arrangements directly contribute to job satisfaction and productivity. It also finds that practices of employees working from other locations also provide aspects of work and life balance, hence facilitating engagement and commitment of the employees to the organizations (Bloom et al., 2015). However, the efficiency of teleworking depends on the extent of the application of digital communication instruments at work. ...
... On the one hand, remote working provided employees with more flexibility, which made it easier for them to manage family and work responsibilities (Choudhury et al., 2020). The flexibility can 7 result in high job satisfaction and, therefore, improved performance with low work stress levels (Bloom et al., 2015). However, there is also a problem of organizational teamwork, communication, and control when employees are engaged in remote work (Kniffin et al., 2021). ...
... The above statistics imply that in this study, the research hypothesis did not affect remote working on the company's organizational performance. This outcome is paradoxical with some of the prior research that has positive findings about telecommuting, including flexibility in working times, better Work-Life balance and productivity (Bloom et al., 2015;Choudhury et al., 2020). ...
Article
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This research examines how digital transformation, employee well-being, and the new normal of remote work affect organizational performance in Pakistan’s corporate city of Karachi. Thus, the enhancements in the usage of digital solutions and flexible working arrangements, as well as the focus on employees’ health, define organizational effectiveness in the modern world. Therefore, the study aims to establish the role these factors play in the performance of organizations. The study used both qualitative information obtained from the existing research and quantitative data elicited from respondents who filled in the closed-ended questionnaire through email. The current research involved 120 employees in Karachi’s corporate sector, and data was gathered through convenience sampling. Quantitative data was analyzed using SPSS, and frequency analysis and regression analysis were applied. With reference to the research questions, quantitative data was analyzed using frequency analysis and regression analysis and the following findings: Digital transformation has a positive effect on organizational performance = 0.564, p<0.05, Employee well-being has a positive effect on organizational performance = 0.520, p<0.05 while for remote work paradigms, no significance effect was found on organizational performance = 0.128, p>0.05. The findings reveal that digital transformation and employee well-being have significant positive effects on organizational performance, while remote work paradigms showed no statistically significant relationship. The value of R-squared is only 0.015, suggesting that other factors play a role in determining the performance of the organization. The study reveals that as digital transformation and employee well-being are seen as key to enhancing organizational outcomes, the effectiveness of remote work might be contingent on enablers such as technology support and managerial attitudes. Specific strategies are to continue technology investments, improve or upgrade/promote employee fitness initiatives, and optimize remote working initiatives for maximum organizational advantage.
... With this sudden shift, several studies (Bloom et al., 2022;Geddes, 2023;Gratton, 2022) have been conducted in recent years to understand the impact of hybrid working and to enable corporations and organisations to redefine their organisational culture and implement a new normal. While most of them focused on finding the efficiency and productivity of working in the new organisation structure (Bloom et al., 2015;Fouladgar et al., 2012;Halford, 2005;Radonić et al., 2021), the social effects of these new organisational structures are among the many things we have not understood yet according to Lynda Gratton (2023). ...
... Dr. Nicola Millard in the 1990's on 'homeshoring' or 'homeworking' explores its advantages (Millard, 2007). A study conducted by Nicholas Bloom et al, later in 2014 with workers in a Chinese call centre showed higher productivity in the home-based workers and a greater likelihood to stay in their jobs (Bloom et al., 2015). However, many home-workers returned to the office after the experiment due to the perception of isolation and loneliness at home. ...
Conference Paper
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This paper addresses the effect of hot-desking organisational culture on the quantitative and qualitative social interaction between employees by analysing a professional services office of University College London, which was based in Saint Martins le Grand (SMLG) and Bidborough House (BBH) pre-covid which were then combined into a hybrid working culture with hot-desking in BBH. A review of literature shows that studies of hot-desking primarily focus on the efficiency and productivity of work; however, the social aspect tends not to be fully explored. The first part of the research is an extensive study of the spatial structure of both buildings to evaluate their affordances through agent-based simulations and visibility graph analyses. The second part includes detailed observations of BBH and two sets of survey studies. The study revealed that SMLG had a more complex structure providing more choice of movement routes and possible interaction. Thus, the SMLG building layout might have worked better as a setting for hybrid working given its greater spatial diversity. With the shift to hybrid working and hot desking in BBH, employees only wanted to come into the office for collaborative work with their team but they lacked suitable spaces and relied on meeting rooms for social interaction which appeared to be inhibited in general open-plan areas. Therefore, more than the rotation of desks (hot-desking), it would be beneficial for them to rotate their time in the same desks, suggesting a new concept of 'hot-timing'. While a general reduction in informal social interaction is recorded, hot desking affected employees differently based on factors like their role and duration in the organisation.
... Working from home was valued differently by different groups of workers, with higher valuations for female, young, higher-educated, and higher-earning workers. In addition, workers currently working from home valued the option more than those not working from home. 3 A randomized-control trial in China occurring before the pandemic shows causal evidence of worker productivity gains from remote work arrangements (Bloom et al. 2015), while a trial of hybrid working arrangements at the same company in 2021-2022 shows no effects of hybrid schedules on worker performance . A randomized-control trial run in 2020 in Bangladesh finds positive While remote work reduces the time and expense of commuting, some of the costs of working remotely could be passed along to the worker, who might have to invest in a larger, more expensive home or office equipment and bear additional utility costs (Delventhal and Parkhomenko 2023). ...
... This suggests that workers in most occupations may have been more productive working from home than on-site during the pandemic, which could be because a considerable amount of business shifted online. It is not surprising that those in sales positions working remotely did extremely well, because a randomized-control trial in which call center workers were randomly selected to work from home found that those working remotely experienced a productivity boost (Bloom et al. 2015). More remarkable is the fact that we find a substantial premium among managers, a group of individuals who likely have greater tenure, trustworthiness, and motivation than others, and we would not expect them to negatively select into working from home. Figure 9 shows the 2021 usual weekly hours differentials in the same 22 occupations. ...
Article
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Remote work gradually increased in the United States during the four decades prior to the pandemic, then surged in 2020. Using the American Community Survey, we show that pre-pandemic, remote full-time white-collar workers earned a wage premium while blue-collar workers paid a wage penalty compared with on-site workers. In 2020–2021, remote workers in most occupations earned a wage premium. Although average wages grew only slightly faster from 2019 to 2021 for remote workers than for on-site workers within occupations, increases in remote work intensity within occupations were positively associated with occupation-level wage growth. Pre-pandemic, remote employees worked substantially longer hours per week than on-site workers, but by 2021 their hours were similar.
... Neste contexto, a adoção do teletrabalho desencadeou uma série de discussões. Vários estudos exploraram os benefícios potenciais do teletrabalho, como redução de custos operacionais, maior flexibilidade e melhoria da qualidade de vida dos funcionários (Mello et al., 2014;Bloom et al., 2015;Bhumika, 2020;Filardi;Castro;Zanini, 2020). No entanto, também há desafios, como dificuldades de coordenação, de monitoramento e de engajamento dos funcionários. ...
... Relativamente aos benefícios, sabemos que permite uma redução de custos para as empresas (Garg;Rijst, 2015;Lister, 2020). Outro benefício identificado é o equilíbrio entre vida pessoal e profissional (Neirotti; Paolucci; Raguseo, 2012; Bloom et al., 2015;Fanzeres;Lima, 2018;Jackson;Fransman, 2018;Lippe;Lippényi, 2019), onde os dispositivos móveis desempenham um papel, na medida em que permitem realizar o trabalho em qualquer lugar e a qualquer hora, oferecendo flexibilidade (Adisa; Gbadamosi; Osabutey, 2017). ...
Article
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Este estudo tem por objetivo analisar os desafios e as oportunidades do teletrabalho na percepção dos gestores em uma indústria alimentícia. Apesar da existência de pesquisas sobre os benefícios (Saura; Ribeiro-Soriano; Saldaña, 2022; Parent-Lamarche; Boulet, 2021) e os desafios do teletrabalho (Marchiori et al., 2020; De Vries; Tummers; Bekkers, 2019), observa-se uma lacuna na literatura a respeito da percepção dos gestores quanto aos desafios e às oportunidades dessa modalidade de trabalho. A maioria dos estudos se concentra na perspectiva dos colaboradores ou nos aspectos tecnológicos, negligenciando a visão estratégica dos gestores. A pesquisa foi realizada a partir de entrevistas semiestruturadas. A coleta de dados foi realizada com cinco gestores da Broker Nestlé, distribuidora exclusiva, atuante no segmento alimentício, situada na cidade de São José dos Campos – SP. Posteriormente, os dados foram analisados, utilizando-se a Análise de Conteúdo (Bardin, 2011), por meio da análise categorial. Os resultados aqui descritos, referidos na fala dos gestores de importantes e estratégicas áreas da empresa, corroboram com a literatura quando identificam o trabalho remoto como estratégia de atuação, que quando aplicada num contexto comercial, garante condições de produções estáveis e vantagem competitiva. Embora alguns pontos preocupantes tenham sido apontados pelos entrevistados como, isolamento social, jornadas de trabalho que precisam ser muito bem gerenciadas, evitando processos trabalhistas, de forma geral, as vantagens para os negócios e para a empresa, bem como, os desafios para os próprios gestores, foram reconhecidos pelos mesmos. Recomenda-se fazer estudos comparativos com outras empresas do mesmo setor para que seja possível identificar padrões e diferenças nas respostas ao uso desta modalidade de trabalho que tende cada vez mais aumentar. Palavras-chave: teletrabalho; trabalho remoto; desempenho organizacional; percepção; gerência; indústria alimentícia.
... Las personas con mayores niveles de empoderamiento, a pesar de ser más individualistas, participan en actividades comunitarias con mayor frecuencia, en actividades organizacionales y tienen un sentido de comunidad más fuerte que los demás (Speer, 2000). Bloom et al. (2015) demuestran teórica y empíricamente cómo la comunicación tiene efectos muy diferentes en el empoderamiento de los empleados. Las jerarquías gerenciales transforman las tecnologías en dispositivos para adquirir y transmitir conocimiento e información, reducen los costos de información y, a su vez, permiten a los agentes adquirir más conocimiento y "empoderar" a los agentes de nivel inferior (Bloom et al., 2015). ...
... Bloom et al. (2015) demuestran teórica y empíricamente cómo la comunicación tiene efectos muy diferentes en el empoderamiento de los empleados. Las jerarquías gerenciales transforman las tecnologías en dispositivos para adquirir y transmitir conocimiento e información, reducen los costos de información y, a su vez, permiten a los agentes adquirir más conocimiento y "empoderar" a los agentes de nivel inferior (Bloom et al., 2015). La figura 1 resume la teoría explicada en los párrafos anteriores y muestra la relación de las variables del marketing interno para la gestión del talento humano. ...
Article
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This study explored the relationship between employee empowerment, internal communication, and organizational culture, analyzing their impact on talent attraction and retention. Methodology: researchers administered a 20-item Likert-scale questionnaire to a sample of 802 employees from a multinational corporation operating in an emerging market. The data underwent analysis using regression techniques. Results: the findings highlighted a strong positive relationship between employee empowerment and internal communication, along with a significant association between empowerment and talent attraction. Additionally, the analysis revealed an inverse relationship between organizational culture and internal communication, suggesting that a stronger organizational culture enhanced internal communication, thereby improving talent attraction. Conclusions: developing a workplace environment that prioritized empowerment and internal communication during times of change, coupled with promoting a positive organizational culture, strengthened talent management even in challenging scenarios such as the pandemic. This study offered a comprehensive perspective on the interplay of these variables and identified new avenues for advancing talent management practices.
... From an organizational perspective, remote work may affect job productivity and cost savings. Many studies indicate that employees assess their job performance to be higher when they work from home compared to non-teleworking days (Bloom et al., 2015;Delanoeije, Verbruggen, 2020). Working from home also contributes to cost savings and increased gains (Bloom et al., 2015). ...
... Many studies indicate that employees assess their job performance to be higher when they work from home compared to non-teleworking days (Bloom et al., 2015;Delanoeije, Verbruggen, 2020). Working from home also contributes to cost savings and increased gains (Bloom et al., 2015). In another study, Martin et al. (2022) investigating over 400 employees from different sectors in Luxembourg, indicate that both job productivity and job satisfaction increased with the use of digital technologies for employees' cooperation and communication. ...
... Hybrid work settings pose unique challenges, such as reduced in-person interactions, potential isolation, and digital fatigue. Studies by Bloom et al. (2015) and Parker et al. (2020) highlight that flexible work arrangements can improve job satisfaction and productivity but require robust communication and trust-building practices to sustain engagement. Technology plays a pivotal role in fostering engagement within hybrid teams. ...
... Understanding and maximizing workplace dynamics in this changing environment requires a thorough understanding of industrial-organizational psychology, or I-O psychology. To examine the effects of flexible work arrangements, such remote work and freelancing, on productivity, job satisfaction, and employee well-being, for example, I-O psychologists and economists work together (Bloom et al., 2015). A focus on psychological aspects like trust, communication, and team cohesiveness in remote settings is necessary because technology has further changed workplace dynamics by enabling virtual teams and automating repetitive jobs (Bell & Kozlowski, 2002). ...
Book
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In a world marked by constant change—politically, economically, socially, and technologically—research boundaries have become increasingly fluid and dynamic. The rigid structures that once defined disciplines and their corresponding methodologies are no longer adequate for addressing the complex problems and challenges facing contemporary societies. Problems such as climate change, global health crises, and socio-economic inequality demand novel, integrated approaches that draw from multiple disciplines. The boundary lines between fields of study are becoming less distinct, and in many cases, are being actively redefined. This volume, Rethinking Research Boundaries: Multidisciplinary Perspectives in a Changing World, brings together thought leaders, scholars, and practitioners from a wide array of fields to explore the evolving nature of research in an interconnected world. The primary aim of this work is to challenge traditional academic silos and promote a more holistic understanding of knowledge production, one that recognizes the benefits of interdisciplinary collaboration and cross-sector partnerships. The book is organized around key themes that reflect the urgency and relevance of interdisciplinary work in contemporary research. Topics range from the intersection of science and technology with social sciences and humanities, to new methodologies and epistemologies that embrace complexity, uncertainty, and diverse perspectives. These contributions seek not only to push the boundaries of traditional research but to envision how these boundaries can be redefined in ways that are responsive to the pressing challenges of our time. As you embark on this exploration of multidisciplinary, you will find that the very notion of "boundaries" is no longer a straightforward concept. Instead, it is an evolving terrain that requires us to rethink how knowledge is produced, communicated, and applied. This book is, in essence, a call to action—an invitation to break free from outdated frameworks and to engage in research that is both innovative and relevant to the changing world around us.
... The empirical data that shows a 70.2% increase in worker performance as a result of WFH is especially significant because it is consistent with worldwide patterns found in other research. For instance, Bloom et al. (2015) discovered that WFH increased productivity in a Chinese travel business by 13%, offering preliminary proof of the usefulness of remote work in improving worker performance. Additionally, the t-statistics value of 7.616, which is higher than the crucial value of 2.58, indicates that, with a 99% confidence level, the effect of WFH on employee performance is statistically significant. ...
Article
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Due to the COVID-19 pandemic and Sri Lanka's recent economic downturn, work-from-home (WFH) and long-distance leadership (LDL) have been widely adopted across sectors, raising concerns about their impact on employee performance. This study examines the effects of WFH and LDL on the performance of selected government employees in Sri Lanka using an explanatory sequential mixed-method approach. Quantitative data were collected via structured questionnaires from 197 government employees and analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). Qualitative data were obtained through in-depth interviews with seven public service employees and analyzed using thematic analysis. Quantitative findings show WFH and LDL positively impact employee performance, with WFH having a more significant influence. Qualitative results corroborate these findings, emphasizing the effectiveness of remote work in enhancing performance. The study suggests government departments should promote remote work environments and invest in robust WFH infrastructure to maximize employee performance, especially when remote work becomes essential.
... He originally termed it 'telework' and defined it as an activity which includes all work-related substitutions of telecommunications and related information technologies for travel (Collins, 2005). WFH has been defined in various terms over the four decades, namely remote work, flexible workplace, telework, telecommuting and e-working (Bloom, Liang, Roberts, & Ying, 2015). These terms refer to the ability of employees to work in flexible workplaces, especially at home, by using technology (Grant, Wallace, Spurgeon, Tramontano, & Chralampous, 2019). ...
Article
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This study examines the effect of work-family conflict on emotional exhaustion among Fiji's public sector employees during enforced work-from-home (WFH) due to the COVID-19 pandemic lockdown. A quantitative survey was conducted with 100 participants and then empirically analysed via PLS-SEM. Findings revealed that family interference with work (FIW) had a positive and significant effect on the emotional exhaustion of public employees. Similarly, work interference with family (WIF) on emotional exhaustion had the same effect. However, FIW has a more substantial impact on emotional exhaustion compared to WIF. This study highlights key strategies for public policymakers and human resource managers for better work-life balance of public employees in the post-COVID-19 era of enforced WFH. Suggestions are made at the policy level, managerial level and for home-based teleworkers. The theoretical contribution of this study is integrating role theory and conservation of resource theory for a comprehensive explanation for emotional exhaustion due to work-family conflict via resource loss. Studies on flexible working arrangements in Fiji's workforce are rare, and this study is the first of its kind in the context of enforced WFH. The distinct challenges in Fiji's case as barriers to effectively WFH are discussed.
... Smart work provides flexibility and work-life balance, while empowerment provides trust and autonomy to employees. Bloom et al. (2015) argued that remote working supported by ICT technology can increase employee productivity. Research conducted by Bloom and his team found that employees who worked from home showed increased productivity compared to those who worked in traditional offices. ...
Article
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This research focuses on the importance of implementing Smart Work and Empowerment in improving job satisfaction and employee performance, especially in companies engaged in technology education. In today's digital era, companies are required to adapt to change and utilize technology to increase productivity. The purpose of this study was to analyze the effect of Smart Work and Empowerment on job satisfaction and employee performance in Edutech companies. The research method used is a quantitative approach with variable measurement consisting of two exogenous variables (Smart Work and Empowerment) and two endogenous variables (Job Satisfaction and Performance). Data was collected through questionnaires distributed to 190 employees. Descriptive analysis and regression analysis were used to test the proposed hypothesis. The results showed that there is an effect of Smart Work and Empowerment can increase job satisfaction. In addition, job satisfaction is also able to improve employee performance. The implementation of Smart Work can increase job satisfaction. While empowerment does not make employee performance increase. So with these results companies in the edutech industry should focus more on developing and implementing smart work policies. Then, companies in the edutech industry must be more active in implementing empowerment strategies. This can be done by giving employees more freedom and authority in making decisions related to their work.
... Remote work has also been reported to enhance job satisfaction (Castellacci and Viñas-Bardolet 2019), increase employment opportunities (Mello 2015), and reduce work-related stress (Shimura et al. 2021). The utilization of remote work can contribute to various positive work-related outcomes and reduce costs associated with space and energy consumption, thereby potentially improving the financial performance of businesses (Bloom et al. 2015). ...
... Estudos mostram que o teletrabalho pode levar a um aumento na produtividade dos funcionários. A eliminação do tempo de deslocamento, a flexibilidade para escolher horários de maior concentração e a personalização do ambiente de trabalho são fatores que contribuem para esse aumento (Bloom et al., 2015). Organizações que adotam o teletrabalho observam frequentemente uma melhoria no desempenho geral e uma maior eficiência operacional. ...
Article
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A prática do teletrabalho, que ganhou destaque nas últimas décadas, tem redefinido as normas convencionais de trabalho. Com os avanços tecnológicos e maior conectividade, muitas organizações, incluindo o setor público, adotaram o modelo remoto, o que representa uma mudança significativa na cultura organizacional. Este estudo investiga as principais mudanças na dinâmica de trabalho dos profissionais da educação com a adoção do teletrabalho. Analisa como a flexibilidade oferecida pela modalidade impacta a organização das atividades, a comunicação entre a equipe e a interação com as partes interessadas, além de entender como o ambiente virtual influencia a motivação, produtividade e satisfação dos colaboradores. A pesquisa explora tanto os aspectos positivos, como a maior autonomia, quanto aos desafios, como o isolamento e a dificuldade de estabelecer limites entre vida pessoal e profissional. A metodologia combina abordagens quantitativas e qualitativas, com um estudo de caso envolvendo servidores de um órgão público estadual na área da educação em um município mineiro. Os resultados apresentados visam contribuir para práticas de gestão de recursos humanos e estratégias de melhoria organizacional, oferecendo insights valiosos para o setor público e contextos similares.
... First, it saves the time spent commuting to work (Stenpaß and Kley 2020). Second, although telecommuting has been linked to enhanced work performance (Bloom et al. 2013), home-office opens up the potential for misreporting and spending paid working time on unpaid work (Lill 2020;Wang and Cheng 2023;Brüggen et al. 2024). While research on shirking by carrying out unpaid duties on the clock is scant, there is evidence that family life may encroach on working life when telecommuting (Golden et al., 2006) and that some individuals may choose to fulfill a family task over a work task when the two are in competition (Greenhaus and Powell 2003). ...
Article
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Flexible working arrangements have become increasingly common and are considered a means to better reconcile paid and unpaid work. Therefore, the use of such measures can determine how couples divide their household and childcare tasks. While currently these tasks are dominantly female connotated, an increase in flexible work arrangements may contribute to a more gender-egalitarian distribution of unpaid work. However, empirical evidence on this association is mixed, and it remains unclear to what extent it differs by gender. Using a sample of 3244 individuals in the German Family Panel of 2018/2019 who were cohabiting with an opposite-sex partner and by applying linear regression models, we tested several hypotheses derived from economic, gender, and time-availability approaches. We separately addressed the division of housework and childcare tasks related to three flexible work measures, namely home-office, schedule flexibility, and working-time autonomy. Contrary to our hypotheses, no flexibility measure seemed to be related to a higher share of household tasks. Rather, any significant association we identified was fully explained through gender: Women took on a larger share of any household task, irrespective of their work flexibility. Only the share of childcare performed seemed to differ by the use of schedule flexibility, as well as by gender. Whereas mothers’ contributions to childcare were larger when they used flexibility, those of fathers were smaller. We conclude that flexible working arrangements do not contribute to a more gender-egalitarian division of unpaid work per se, but the (gendered) motivation to use such flexibility may be decisive.
... Work from home (WFH) has drawn considerable attention. Originally, WFH was thought to improve work-life balance through more flexible use of time and the workplace (Gajendran and Harrison 2007;Dutcher 2012;Bloom et al. 2015;Giménez-Nadal et al. 2019). Some studies investigate more details how WFH affects time-use patterns in daily life. ...
Article
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This paper investigates the impact of work from home (WFH) on time use for work, housework, leisure, and sleep in daily life. We use time-use survey data for Japan. We find that WFH tends to reduce working hours. By WFH, females spend more time on housework, while males tend to devote more time to leisure. However, WFH involves heterogeneous impacts on time reallocation among different groups. There are less conspicuous differences in time allocation by single males and females work.
... It constitutes a pivotal element in organisational policies, contributing substantially to the efficacy of the production process. In fact, the organisation of working time is closely linked to opening hours and capacity utilisation (Fernández-Macías and de Llorente 2009), and individual-oriented working time flexibility can make a positive contribution to worker commitment and productivity (Beckmann, Cornelissen, and Kräkel 2017;Bloom et al. 2015). Time management is also an essential dimension of the quality of life of workers, as it determines their ability to fulfil social roles other than their professional one, with a potential impact on collective wellbeing. ...
Article
We investigate the links between the technological transformation of firms and employee control over working time. We conduct EU-wide analysis at the meso-level by relating information from the European Company Survey 2019 (Eurofound and Cedefop) with the Labour Force Survey ad hoc module 2019 (Eurostat). This dataset allows analysing the technological transformation of firms as a relationship between three types of investments (in R&D, digital technologies and learning capacity of the organisation) that spur innovation outputs. We then study the consequences of the technological transformation on the spread of unfavourable working time arrangements, distinguishing between individual and organisation-oriented arrangements. Our model considers the direct effects of investments in Digital technologies adoption and use and Learning capacity of the organisation and the mediating role of firms’ innovation strategies. Results indicate that the Learning capacity of the organisation is directly associated with more individual-oriented working time flexibility, but entails higher organisation-oriented working time flexibility. The effect of Digital technologies adoption and use depends instead on firms’ innovation strategy: product innovation leads to more employee control over working time, while marketing innovation has the opposite outcome. Process and organisational innovations yield mixed consequences buffering employees from organisation-oriented working time flexibility in more time-constrained work environments.
... Interest in flexible working practices began long before the pandemic, resulting in numerous studies analysing various forms of flexible working practices and gaining a better understanding of their impact on both individuals and organizations [6][7][8][9][10][11]. ...
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... An important research question is the extent to which integration (collaboration) works well when people are working remotely from each other. Available evidence suggests that remote workers are more productive in narrow jobs which are easily codified and remotely monitored (Bloom et al., 2015). However, they are less productive in more complex jobs (Gibbs et al., 2023;Emanuel and Harrington, 2024). ...
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... Prasad and Mangipudi (2021) assert that remote work influences critical factors like employee productivity, job satisfaction, engagement, turnover, wages, and overall company performance. In a study conducted by Bloom et al. (2015) with Ctrip, a Chinese NASDAQ-listed firm, 16,000 workers were permitted to work from home, which led to a 13% improvement in performance because of greater productivity and fewer absences. In addition, job satisfaction increased, and attrition rates decreased by 50%. ...
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... There are economic benefits of rolling out FWA to all employees, for instance, amounting to approximately £475 m in 10 years in the UK (Kinman and McDowall, 2009). In the USA, about 10% of the workforce reports working from home at least one day a week, while the proportion that primarily work from home has almost doubled over the past 30 years, from 2.3% in 1980 to 4.3% in 2010 (Bloom et al., 2015). A recent study conducted by Griffis (2018) involving 3,500 remote workers from around the world gives insights into the benefits and challenges of working remotely. ...
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... The relationship between flexible workspaces and productivity is nuanced. While some studies report increased productivity due to reduced commuting stress and personalized work environments (Bloom et al., 2014;Masuda et al., 2017), others underscore potential challenges, such as distractions in remote settings (Brynjolfsson et al., 2014;Bloom et al., 2015). ...
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... The observed differences between on-site and off-site/hybrid employees in WH-and HW-dynamics are modest but significant. These findings align with emerging research on the distinct stressors and coping resources associated with remote work settings (Bloom et al., 2015). Off-site employees reported higher reliance on emotional social support as a coping mechanism, suggesting potential benefits of flexible work arrangements in fostering supportive networks. ...
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... Embracing remote work boosts employee satisfaction, autonomy, and task efficiency while reducing commuting stress and environmental impact (Bloom et al., 2015). Organisations like Ilham Tower and PNB Merdeka 118 foster trust and empowerment by providing remote work flexibility, leading to increased engagement and performance. ...
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Much of the theory in personnel economics relates to effects of monetary incentives on output, but the theory was untested because appropriate data were unavailable. A new data set for the Safelite Glass Corporation tests the predictions that average productivity will rise, the firm will attract a more able workforce, and variance in output across individuals at the firm will rise when it shifts to piece rates. In Safelite, productivity effects amount to a 44-percent increase in output per worker. This firm apparently had selected a suboptimal compensation system, as profits also increased with the change.
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Do "Anglo-Saxon" management practices generate higher productivity only at the expense of lousywork-life balance (WLB) for workers? Many critics of "neo-libéralisme sauvage" have argued thatincreased competition from globalisation is damaging employees' quality of life. Others have arguedthe opposite that improving work-life balance is actually a competitive tool that companies can useto raise productivity. We try to shed some empirical light on these issues using an innovative surveytool to collect new data on management and work-life balance practices from 732 medium sizedmanufacturing firms in the US, France, Germany and the UK. First, we show that our measure ofwork-life balance is a useful summary of a range of policies in the firm - family-friendly policies,flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklifebalance measure is significantly associated with better management. Firms in environments thatare more competitive and/or who are more productive, however, do not have significantly worsework-life balance for their workers. These findings are inconsistent with the view that competition,globalisation and "Anglo-Saxon" management practices are intrinsically bad for the work-lifebalance of workers. On the other hand, neither are these findings supportive of the optimistic "winwin"view that work-life balance improves productivity in its own right. Rather we find support for a"hybrid" theory that work-life balance is a choice for managers that is compatible with low or highproductivity.