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How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings
Abstract
Telecommuting has become an increasingly popular work mode that has generated significant interest from scholars and practitioners alike. With recent advances in technology that enable mobile connections at ever-affordable rates, working away from the office as a telecommuter has become increasingly available to many workers around the world. Since the term telecommuting was first coined in the 1970s, scholars and practitioners have debated the merits of working away from the office, as it represents a fundamental shift in how organizations have historically done business. Complicating efforts to truly understand the implications of telecommuting have been the widely varying definitions and conceptualizations of telecommuting and the diverse fields in which research has taken place.
Our objective in this article is to review existing research on telecommuting in an effort to better understand what we as a scientific community know about telecommuting and its implications. In so doing, we aim to bring to the surface some of the intricacies associated with telecommuting research so that we may shed insights into the debate regarding telecommuting’s benefits and drawbacks. We attempt to sift through the divergent and at times conflicting literature to develop an overall sense of the status of our scientific findings, in an effort to identify not only what we know and what we think we know about telecommuting, but also what we must yet learn to fully understand this increasingly important work mode.
After a brief review of the history of telecommuting and its prevalence, we begin by discussing the definitional challenges inherent within existing literature and offer a comprehensive definition of telecommuting rooted in existing research. Our review starts by highlighting the need to interpret existing findings with an understanding of how the extent of telecommuting practiced by participants in a study is likely to alter conclusions that may be drawn. We then review telecommuting’s implications for employees’ work-family issues, attitudes, and work outcomes, including job satisfaction, organizational commitment and identification, stress, performance, wages, withdrawal behaviors, and firm-level metrics. Our article continues by discussing research findings concerning salient contextual issues that might influence or alter the impact of telecommuting, including the nature of the work performed while telecommuting, interpersonal processes such as knowledge sharing and innovation, and additional considerations that include motives for telecommuting such as family responsibilities. We also cover organizational culture and support that may shape the telecommuting experience, after which we discuss the community and societal effects of telecommuting, including its effects on traffic and emissions, business continuity, and work opportunities, as well as the potential impact on societal ties. Selected examples of telecommuting legislation and policies are also provided in an effort to inform readers regarding the status of the national debate and its legislative implications. Our synthesis concludes by offering recommendations for telecommuting research and practice that aim to improve the quality of data on telecommuting as well as identify areas of research in need of development.
... Para mitigar esses desafios, é recomendável que organizações incentivem a utlização de TICs que facilitem a interação, reuniões virtuais regulares e oportunidades de interação pessoal (Allen;Golden;Shockley, 2015;Rocha;Amador, 2018). Adicionalmente, os teletrabalhadores devem utilizar mídias e tecnologias para fomentar discussões e resolução de problemas (Baruch, 2000). ...
... Para mitigar esses desafios, é recomendável que organizações incentivem a utlização de TICs que facilitem a interação, reuniões virtuais regulares e oportunidades de interação pessoal (Allen;Golden;Shockley, 2015;Rocha;Amador, 2018). Adicionalmente, os teletrabalhadores devem utilizar mídias e tecnologias para fomentar discussões e resolução de problemas (Baruch, 2000). ...
... Para mitigar esses desafios, é recomendável que organizações incentivem a utlização de TICs que facilitem a interação, reuniões virtuais regulares e oportunidades de interação pessoal (Allen;Golden;Shockley, 2015;Rocha;Amador, 2018). Adicionalmente, os teletrabalhadores devem utilizar mídias e tecnologias para fomentar discussões e resolução de problemas (Baruch, 2000). ...
Este artigo apresenta uma revisão da literatura que teve por objetivo verificar a aplicação de tecnologias de realidade virtual no contexto do teletrabalho colaborativo com vistas a impulsionar comportamentos de inovação e apoiar processos criativos entre equipes remotas. A metodologia utilizada seguiu o protocolo Preferred Reporting Items for Systematic re-views and Meta-Analyses (PRISMA) e abrangeu trabalhos do tipo Review, Article Research e Conference Abstracts publicados entre 2018 e 2023. A análise resultou na seleção de 16 estudos relevantes. Como resultados, identificou-se que as aplicações emergentes de plataformas de colaboração imersiva, estão se tornando cada vez mais sofisticadas, permitindo interações mais imersivas e dinâmicas entre equipes remotas, propiciando a realização de reuniões virtuais em espaços de trabalho simulados e a vivência da rotina de escritório por meio de avatares. Como conclusão, tem-se que embora a realidade virtual possa melhorar a comunicação e a engajamento de times remotos, desafios como a curva de aprendizado, questões técnicas de usabilidade e de segurança ainda precisam ser superadas.
... By the 2010s, mobile technology and cloud computing further revolutionized remote work capabilities. Smartphones, high-speed internet, and collaboration tools made it feasible for teams to work asynchronously across different locations (Allen et al., 2015). Despite these advancements, many organizations maintained a ...
... Additionally, another study provided a comprehensive review of telecommuting research and concluded that while remote work can offer flexibility and reduce work-life conflict, its impact on productivity is contingent upon factors such as job type, individual preferences, and organizational support (Allen et al., 2015). Research has also considered the role of technology. ...
... The findings of this study indicate a statistically significant and moderately impactful increase in self-reported productivity levels among tech industry professionals after transitioning to remote work. This aligns with prior research suggesting that remote work can enhance productivity due to factors such as flexible scheduling and reduced commuting time (Allen et al., 2015;Bloom et al., 2015). Specifically, the significant increase from 28.5% to 48.5% of participants reporting High Productivity mirrors studies that have found remote work arrangements contribute to higher job performance and satisfaction (Gajendran & Harrison, 2007). ...
This study examines the impact of remote working arrangements on employee productivity within the tech industry in the United States during the COVID-19 pandemic. Utilizing an online survey of 295 tech professionals, the research compares self-reported productivity levels before and after transitioning to remote work. Findings indicate a significant increase in high productivity levels and a decrease in low productivity levels post-transition. Key factors enhancing productivity include improved work-life balance and increased flexibility in working hours, while challenges such as maintaining work-home boundaries and internet connectivity issues were identified as impediments. The study offers actionable insights for managers to optimize remote work practices and contributes to the evolving discourse on business management in the post-pandemic era.
... Included are discussions o/several major aspects o/the work experience relevant to quality of working life, analyses of the differences along these aspects between working at home and working at a normal workplace, and speculation about the possible consequences for the individual of the transfer of jobs from employers' premises to 'employees' homes (Shamir, B., & Salomon, I., 1985). The effect of work-from-home on job performance of employees remains debatable (Allen, Golden & Shockley, 2015), thus creating a research gap. Researchers have argued that workers can work at home by utilizing video conference platforms for communication. ...
... The ability to customize or select one's own workspace is another advantage of working from home for employees. According to Allen, Golden, and Shockley (2015), telecommuting is most effective in situations where the work is easily completed online or in a portable format. Consequently, the nature of the work itself has a significant impact on how well someone performs at a remote workplace. ...
... Previous research indicates that telecommuting has a beneficial impact on the work environment, making it a key area for forming hypotheses in this study. Studies suggest that working from home offers a more adaptable work setting as employees have the freedom to organize their work schedules and workspace according to their preferences (Baltes et al., 1999;Allen, Golden & Shockley, 2015). Additionally, employees can tailor their home offices to fit their personal tastes and needs, which contributes to a more personalized and satisfactory work environment (Gajendran & Harrison, 2007;Easton & Van Laar, 2018). ...
Remote work policies have become increasingly common in modern workplaces, with companies
like Maverick Pinnacle Advisors adopting them to adapt to evolving work dynamics. Evaluating
these policies' impact on employee performance is essential for assessing their effectiveness. This
essay analyzes productivity metrics, employee engagement levels, project completion rates, and
work quality in both remote and in-office settings at Maverick Pinnacle Advisors. It also
examines factors that influence employee performance in remote environments, such as
communication tools, work-life balance, and leadership strategies. Additionally, the essay
addresses the challenges and limitations of remote work, including issues with team
collaboration, isolation, and cybersecurity risks.
Assessing the impact of remote work policies on employee performance involves analyzing
various metrics. At Maverick Pinnacle Advisors, evaluating productivity metrics before and after
remote work policy implementation provides valuable insights. Metrics like tasks completed,
project milestones achieved, and sales targets met reflect employee efficiency in a remote setup.
Surveys and feedback on employee engagement and satisfaction with remote work provide
qualitative insights into these policies' influence on performance. Comparing project completion
rates and work quality in remote and in-office settings helps determine the effectiveness of remote
work policies in enhancing performance.
Several factors significantly affect employee performance in remote work settings. Evaluating
communication tools and technology infrastructure at Maverick Pinnacle Advisors ensures
smooth collaboration and information sharing among remote teams. Investing in reliable
communication platforms facilitates efficient workflows and minimizes misunderstandings.
Promoting work-life balance and implementing mental health support initiatives are crucial for
maintaining employee well-being and motivation. Effective leadership and management strategies
for remote teams, such as clear expectations, regular feedback, and fostering a sense of
community, also enhance performance. Despite the benefits of remote work policies, challenges and limitations can impact employee
performance. Issues with team collaboration and coordination in remote settings may cause
project delays or miscommunication. Isolation and lack of social interaction in remote
environments can affect employee engagement and morale. Cybersecurity risks and data
protection concerns also pose significant challenges. Ensuring secure access to company systems,
data encryption, and educating employees on cybersecurity best practices are essential to mitigate
these risks and protect sensitive information in remote work environments.
In summary, evaluating the impact of remote work policies on employee performance at
Maverick Pinnacle Advisors involves a thorough analysis of productivity metrics, employee
engagement levels, project completion rates, and work quality. Factors like communication tools,
work-life balance, and leadership strategies play a crucial role in influencing performance in
remote settings.
... Another concern of this study is how the WFH environment could affect the employees. There are studies about the working environment that could affect the overall health well-being of the employees such as physical, environmental, psychological factors of an individual's mental and physical health (Oakman et al, 2020 andAllen et al, 2015). The environmental ambiance was identified as not conducive such as extended hours, lack of unclear delineation of office work, and limited support (Allen et al, 2015). ...
... There are studies about the working environment that could affect the overall health well-being of the employees such as physical, environmental, psychological factors of an individual's mental and physical health (Oakman et al, 2020 andAllen et al, 2015). The environmental ambiance was identified as not conducive such as extended hours, lack of unclear delineation of office work, and limited support (Allen et al, 2015). ...
... Importantly, telework is known under various names, including remote work, virtual work, flexible work, and distance work. This work modality is characterized by performing tasks outside the employer's premises, generally from home, using information and communication technologies (ICTs) to interact with colleagues and fulfill job responsibilities [8][9][10][11]. ...
... For the purposes of this study, the dimensions of telework were conceptualized on the basis of [8] work. These dimensions include flexible schedules, which refer to the autonomy that teleworkers have to manage their schedules on the basis of assigned tasks and company-set goals; working from anywhere, which involves the ability to perform work responsibilities outside conventional premises; the use of personal devices, which entails the use of new technologies to facilitate communication between teleworkers and employers; results-based evaluation, which is defined as the systematic monitoring and control system implemented by the company; and virtual meetings with unlimited participants, which refers to the corporate virtual space accessible via ICT. ...
This study examines the relationships among telework, job satisfaction, and quality of work life among employees in the Peruvian public sector, specifically at the National University Pedro Ruiz Gallo in Lambayeque. Using a quantitative approach with an explanatory scope and a nonexperimental cross-sectional design, data were collected from 194 employees through a structured questionnaire. Structural equation modeling (SEM) was employed to analyze the relationships between variables. The results reveal a positive impact of telework on both job satisfaction (β = 0.389, p < 0.001) and quality of work life (β = 0.323, p < 0.001). Job satisfaction was found to mediate the relationship between telework and quality of work life (β = 0.425, p < 0.001). Additionally, years of work experience negatively moderated the relationship between telework and job satisfaction (β = −0.114, p = 0.017), whereas gender had a positive moderating effect (β = 0.275, p = 0.016). These findings contribute to the understanding of telework dynamics in the public sector and offer valuable insights for tailoring telework policies to maximize employee well-being and organizational effectiveness.
... The concept of hybrid models has become one of the prominent effects in the current working trends by allowing flexibility in work time, workplace using the collaborative technologies and improves on the satisfaction and productivity of the employees. For instance, Work Time Flexibility (WTF) gives employees person-centered rather than organization-centered controls, which allows the employees to alter their work hours to create a harmony between work and family [16], [17]. Work Location Flexibility (WLF) enables workers to work from their homes or from the company's office as they desire, thus increasing their productivity and the effective utilization of office space [16], [18]. ...
... The hybrid work model (HW) is found to have a constructive effect on organizational culture (OC) (β = 0.452, p < 0.001), which proves that such structures enrich the trust and collaboration within organizations [16], [18]. Since hybrid models allow workers to have an increased amount of control to their working conditions, organizational cultural inclusivity and even adaptability are enhanced [17], [19]. Collaborative technologies in hybrid settings contribute to further improvement of the communication and social bonds and strengthen the organizational culture [20]. ...
In today's rapidly evolving digital era,
organizations face the critical challenge of sustaining a
competitive advantage. This study investigates the role of digital
leadership, hybrid work models, organizational culture, and
innovation in fostering competitive advantage. Using data from
200 respondents in the technology sector, SEM-PLS was applied
to analyze the relationships between these variables. The
findings demonstrate that digital leadership significantly
influences organizational culture and innovation, driving agility
and responsiveness in a fast-changing business landscape.
Hybrid work models, by enhancing flexibility and employee
autonomy, positively affect organizational culture and directly
contribute to competitive advantage. Furthermore, a strong
organizational culture fosters innovation, which plays a pivotal
role in maintaining and strengthening competitive advantage.
The study underscores the importance of cultivating an
innovation-driven culture to adapt to technological changes and
customer demands. These insights contribute to the literature
on digital transformation and offer practical implications for
managers seeking to implement hybrid work models and foster
a culture that supports innovation, employee engagement, and
long-term success. Future research is encouraged to explore
these relationships across other industries, assess additional
variables such as employee productivity, job satisfaction, and
their impact on sustainable competitive advantage.
... Despite the increased interest in the topic of WFH, no one theory dominates the literature (Wang et al., 2020); however, employee satisfaction is considered one of the most relevant consequences of teleworking and, at the same time, one of the most critical for its success (Allen et al., 2015). Existing research conducted during COVID-19 on the topic of WFH draws inspiration from Herzberg's (1959) two-factor theory (e.g., Alfaleh et al., 2021;Prodanova & Kocarev, 2021;Sonnenschein et al., 2022). ...
... The list of codes generated at Level 2 coding was collated and put into possible themes and sub-themes, thus employing a clustering technique (Gioia et al., 2013) and creating a broader level of analysis (Braun & Clarke, 2006). Having coded all the survey data, we unified Level 2 codes around central phenomena based on Herzberg's two-factor theory (1959), the JD-R model (Bakker & Demerouti, 2007), and the existing literature on WFH (e.g., Allen et al., 2015). We then consolidated this list into four overarching themes. ...
This research study explores the experiences of those who transitioned from working within a traditional office setting to working from home (WFH) during the COVID-19 pandemic. To explore the factors individuals consider critical to successfully WFH during the pandemic, this investigation draws inferences from Herzberg's two-factor theory (1959) and the job demands-resources (JD-R) model and their underlying components. Data were collected from 294 participants through the distribution of a qualitative survey during the first phases of the COVID-19 lockdowns. Thematic analysis was employed to analyse the data. Our findings identified four factors necessary for successful WFH. These four themes presented as a working-from-home framework are: (a) the home office environment; (b) technical setup ; (c) social capital and (d) the new reality. This framework illustrates that implementing long-term successful WFH is a balancing act, and that organizations must consider not only the hygiene factors and motivators of Herzberg's theory but also the positive and negative indications and outcomes of an employee's well-being as set out in the JD-R model. Consequently, Herzberg's theory and the JD-R model must be considered equally when developing a long-term working-from-home strategy. Understanding and addressing these factors will support organizations in unlocking the full potential of WFH to enhance employee productivity, satisfaction and well-being. As data were gathered during the first phases of the COVID-19 pandemic, this research also provides unique insights into workers' experiences transitioning from office work to WFH during COVID-19.
... Although the nature of work was changing well before the pandemic (Spreitzer et al., 2017), this accelerated shift toward flexible work arrangements has put a renewed focus on the effects of such arrangements on employee outcomes Shifrin & Michel, 2022). Research on the effects of FWA on employee and organizational outcomes shows mixed results (Allen et al., 2015;Beckel & Fisher, 2022;Chen et al., 2023;Kossek & Thompson, 2015). Some studies have found remote work, a type of FWA, supports work-life balance, job satisfaction, and productivity, while others show it can increase isolation and distraction and reduce the quality of communication with supervisors and co-workers (Allen et al., 2015;Chen et al., 2023;Gajendran & Harrison, 2007;Golden, 2006). ...
... Research on the effects of FWA on employee and organizational outcomes shows mixed results (Allen et al., 2015;Beckel & Fisher, 2022;Chen et al., 2023;Kossek & Thompson, 2015). Some studies have found remote work, a type of FWA, supports work-life balance, job satisfaction, and productivity, while others show it can increase isolation and distraction and reduce the quality of communication with supervisors and co-workers (Allen et al., 2015;Chen et al., 2023;Gajendran & Harrison, 2007;Golden, 2006). Given the high percentage of employees using FWA, it is critical for organizations to understand the factors that affect employee outcomes and support measures that are associated with positive outcomes . ...
In the wake of the COVID-19 pandemic, more than half of U.S. employees whose work is capable of being done remotely report they use a hybrid work arrangement that includes some remote work and some work in the office. This poses a challenge for leaders because research shows that employee use of flexible work arrangements (FWA) can negatively affect employee outcomes. The current study, a cross-sectional survey of 1,258 employees who work full time in the U.S., uses the theory of communicative leadership to understand the influence of leader communicative support of FWA on the relationship between employee use of FWA and two employee outcomes: flourishing at work (a measure of well-being) and job engagement. Results show that higher levels of employee use of FWA is associated with less flourishing at work and job engagement; however, leader communicative support of FWA moderates this relationship, with high-quality leader communicative support associated with higher levels of flourishing at work and job engagement. The results have implications for leadership and work-life scholarship and provide practices that leaders can implement to help support employee engagement and well-being.
... The additional factor mentioned above is WO, which is one of the job demands defined as a situation in which employees need to do a large amount of work in too little time (Spector and Jex, 1998). There is evidence that remote workers often attempt to compensate for their absence in the organization by putting extra effort into their work (Hill et al., 2003), thus RW can lead to WO due to the blurring of work and non-work boundaries and the pressure to be available at all times (Allen et al., 2015;Wang et al., 2021). Previous research usually examined mediating factors between WLB and JP. ...
... A good WLBT2 subsequently contributes to improved JPT3. Remote workers may face a range of distractions and interruptions, such as email notifications, social media and household tasks (Allen et al., 2015;Golden et al., 2006). Through effective self-regulation, they may learn how to manage these distractions and set and maintain clear boundaries between their work and personal lives (Trougakos et al., 2008). ...
This paper aims to examine the longitudinal relationships between the intensity of remote work (IRW) and job performance (JP) with the mediation effect of work-life balance (WLB) and moderation by work overload (WO). A three-wave longitudinal survey, covering pre-pandemic period, the pandemic itself and the post-pandemic period, was conducted among 291 employees. The authors applied linear regression analysis with a moderated mediation effect and the cross-lagged structural equation model with longitudinal mediation using Mplus 8. The results show that relationships between IRW and WLB and WLB and JP are negative in the short term; yet over time, employees are able to adapt and benefit from the flexibility offered by remote work (RW). WLB can contribute to better JP in the long run. Furthermore, WLB plays a moderating role in the long-term relationship between RW and JP. There is the second-stage negative moderation effect on this relationship by WO. This study recommends a proactive approach toward flexible solutions for employees. It explains that the positive effects of IRW for WLB and JP appear in the longer perspective. Support from organizations to mitigate negative short-term effects is required. Organizations can leverage the mediating role of WLB between IRW and JP in the long term by providing resources and support to help employees achieve WLB in RW settings. This study extends the research on the antecedents of JP of employees and enriches the extant literature that shows inconsistent findings in terms of the relationships among RW, WLB and JP. It also focuses on the rarely explored intensity of RW. It fills the gap in previous research using a longitudinal research approach. The longitudinal data provide unique and innovative insights into the antecedents of JP of employees and explain complex relationships between them in both the short and long term.
... One type of policy that has received recent attention during the COVID-19 pandemic is location flexibility, also known as work from home, remote work, flexplace, telework, or telecommuting, terms that are used interchangeably to refer to using technology to work at least some work hours away from a central worksite (Allen et al. 2015). Some studies of bundles of flexibility policies include telework, but we also discuss it as an individual policy, given its importance, and summarize its effects on various outcomes in Table 3. ...
... Research on pandemic remote workers suggests that context (supervision, communication, technology support) is critical to successful work at home. Intensity of use is key-the right mix of on-site and off-site work may minimize the risk of negative impacts and even foster positive effects (Allen et al. 2015). Location flexibility may be most effective if it considers employees' preferences and needs and gives them control (Allen & French 2023). ...
In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.
... The research that was done on online work before the pandemic found a number of possible pros and cons of this way of working. On the plus side, Allen et al. (2015) found that workers who worked from home had more freedom and flexibility, shorter commutes, and the opportunity for a better work-life balance. Companies thought that letting employees work from home would help them save money, get more work done, and find better employees (Bloom et al., 2015). ...
The COVID-19 pandemic has dramatically accelerated the shift towards remote work, forcing organizations to rapidly adapt their structures and practices. This study investigates employee perceptions of the impacts of remote work during the pandemic and attitudes towards its continuation post-pandemic. Through a survey of 114 respondents across various sectors, the study finds generally positive views of remote work in terms of employee flexibility, productivity, well-being, and reducing costs and commute times. However, challenges are identified regarding communication, collaboration, management oversight and sense of belonging. The findings indicate strong support for the continuation of remote work arrangements post-pandemic, signaling a need for organizations to rethink and redesign their structures and practices to effectively support hybrid remote/office working models long-term. The study provides insights for organizations navigating this transition and reshaping the future of work.
... O advento da pandemia de Covid-19 catalisou essa transformação, impulsionando a adoção generalizada do teletrabalho como uma resposta eficaz às restrições impostas pelas circunstâncias. Este estudo reforça a percepção do teletrabalho como uma ferramenta multifacetada, capaz não apenas de manter a continuidade operacional das empresas, mas também de promover o bem-estar e a satisfação dos colaboradores (Allen et al., 2015). Embora historicamente tenha havido alguma hesitação em relação ao teletrabalho, devido principalmente às preocupações com o controlo e supervisão dos funcionários, a pandemia evidenciou sua utilidade incontestável na superação de várias barreiras organizacionais (Amstad et al., 2011). ...
... 12 With physically distant working spaces, employees as senders of information have fewer opportunities to signal their productivity. Moreover, physically distant working spaces make effort choices even less observable and controllable, and monitoring is often impossible (Greer and Payne 2014;Allen et al. 2015), and it is unclear how WFH will affect employees' effort provision. 13 The increased information asymmetry and reduced transparency could thus be factors that provide the ground for the conflicting preferences of employers and employees related to WFH. ...
This article presents how the Collaborative Research Center TRR 266 Accounting for Transparency understands and studies transparency in organizations and markets. Starting from our transparency definition, which is rooted in a sender/receiver framework, we discuss how accounting, taxation, and their regulation affect transparency and illustrate selected economic consequences of transparency. We use three analyses to exemplify our research approach. These analyses illustrate that (i) firms use tax literacy and tax advice as substitutes in their strategies to cope with signals sent by tax regulators about complex tax regulations, (ii) trade-offs between tighter management controls and employee motivation lead firms to design hybrid work environments that facilitate information exchange within the firm, and (iii) managers’ understanding of how financial statement users benefit from firm disclosures affects the managers’ assessments of disclosure regulation. Overall we argue that transparency is context-specific, hard to achieve, and often has ambiguous consequences. We conclude by highlighting selected transparency-related questions that interdisciplinary work with a particular emphasis on institutional details can meaningfully address.
... Employees who can effectively manage their work duties alongside personal and family commitments experience lower work-related stress, enhanced job satisfaction, and increased engagement in their work. Allen, Golden, and Shockley (2015) suggest that an effective work-life balance leads to these positive outcomes. ...
Agriculture, the oldest human activity, is the livelihood for millions, especially in developing countries where it drives economic growth and poverty reduction. However, the informal agricultural sector lacks poor working conditions, low wages, lack of legal protection, and significant gender-based discrimination. Women often face unequal access to resources, training, and fair wages, perpetuating a cycle of poverty. This review paper examines decent work and equal pay in the informal agricultural sector, focusing on gender disparities, and offers recommendations to promote gender equality, empowerment, and sustainable development through targeted interventions and policy improvements. The study used the PRISMA model for a systematic literature review. The study highlighted the five dimensions of decent work identified by the ILO, providing a comprehensive framework for understanding and addressing challenges in achieving decent work. The review also identified several factors influencing decent work and equal pay, including government policies, market dynamics, social norms, power dynamics, and social security programs. The review further discussed the gender dimension of decent work and equal pay, highlighting the gender wage gap and the challenges faced by women in accessing decent work and fair compensation in the sector. Innovative approaches to promoting decent work and equal pay were also discussed, including social protection programs, collective bargaining, microfinance initiatives, vocational training, and digital tools.
... Moreover, in distributed work, knowledge sharing becomes more effortful, which suggests that learning is hindered (Allen et al., 2015;Wang & Noe, 2010;Yang et al., 2022), which could also explain lower performance. ...
The chapter on work design and performance provides a review of the work characteristics that have been linked to performance outcomes such as proficiency, adaptivity, proactivity/creativity, and safety performance. Using Stephen Humphrey and colleagues' meta-analysis as a starting point, it provides an update on more recent research and broadens the perspective of relevant work characteristics. As linkage between work characteristics and performance, research on motivation, learning, and cognitive capacity is discussed. Recommendation for future research include a stronger focus on learning and cognitive capacity as explanations of how work design affects performance, incorporating a distinction of primary and secondary tasks into theorizing.
... Office work, however, facilitates direct interaction with colleagues and team collaboration, which can contribute to innovation, creativity and organizational cohesion, experts say, even before this remote work trend spreads (Knight et al., 2017). For younger or early-career employees, office work provides greater opportunities for direct supervision and mentoring from peers and managers, contributing to professional development and career growth (Allen et al., 2015). The companies that keep the trend of flexible or remote work in 2024 ensure that the induction and mentoring periods are carried out as far as possible from the offices. ...
The pandemic has had a direct impact on the physical and mental health of millions of people around the world. In addition to the rapid spread of the virus and the high number of deaths, many people have experienced side effects such as fatigue, anxiety and depression due to social isolation and the uncertainty of the future. The managers had to face the challenges of both the business they were running and the teams they were targeting. In those teams, there were both anxious people, with personal challenges, as well as others that they had to keep trained. Some people often needed extra training to adapt to remote work. The COVID-19 pandemic has been one of the biggest challenges for managers and companies around the world. In this text, we will analyze how the pandemic has affected managerial leadership and the strategies adopted by companies to face this unprecedented crisis, but we will also analyze new open horizons and emerging opportunities, including as competitive advantages. In recent years, remote work has become increasingly popular, being adopted by more and more companies and workers around the world. This way of working offers numerous benefits, both for employees and employers. In this text, we will explore the advantages of remote work and how they can influence productivity, satisfaction and work-life balance.
... Previous studies on hybrid work have highlighted some of the findings presented here -e.g. the need to "let go" and to trust team members or be available to them (see e.g. Allen et al., 2015;Felstead et al., 2003) -which support the emergence of managerial caring. Our research To be quoted as : The cost of managerial caring: Exploring identity work in the hybrid work context. ...
The Covid crisis and the resulting enforced teleworking have significantly shaken up the manager's role, leading to increased identity work. This article draws on a longitudinal study of managers conducted over the course of a full year during the Covid crisis, from May 2020 to June 2021, using interviews and self‐administered diaries to reveal a distinct sequence of identity work. This sequence combines a reappropriation of the humane dimension inherent to the manager's role ( expectations and practices of managerial caring) and a distancing from the team and the managerial role through disembodied management ( cost of caring ). We discuss these results by identifying a paradox of managerial caring which, translated in terms of identity, may help understanding the contemporary withdrawal tendencies among managers.
... [20] However, the flexibility offered by home-working does carry many benefits, especially with childcare, commuting and economically, as evidenced by 26% of our cohort who reported a positive impact on their mental health. [21] Furthermore, the post-pandemic rise in medical teleconsultations has resulted in a reduction of direct patient interaction which could contribute to poorer mental health through a sense of detachment or poor job satisfaction. ...
Background: Advances in digital technology have led to widespread availability of digital devices and consequent increased usage amongst
across the population including practising healthcare professionals. Increased ‘Digital Screen time’ and its effect on physical, psychological
health, and sleep patterns has been predominantly evaluated in children, adolescents and adults from various walks of life. Purpose of the
Study: The purpose of this survey was to evaluate the impact of Digital Screen usage (time and patterns) spent on portable and desktop digital
devices amongst physicians, surgeons and radiologists. Material & Methods: An online cross-sectional survey of an 11-part questionnaire
(multiple choice questions and free text box) was circulated amongst orthopaedic surgeons, radiologists and physicians in India and the UK, to
evaluate demographics, speciality and place of practice; Digital platform usage reasons and time; effect on mental health, physical health, sleep
time amongst practising healthcare professionals. Results: There was an even spread amongst the various age groups. Smartphones were the
commonest device utilised for digital screening in 90 (67.7%) doctors with 29 (38.5%) of doctors reporting more than five hours of daily screen
time. Sixty-three (47%) of doctors used this for academic purposes, whereas 43 (32%) used it for entertainment more than for academic purposes.
Thirty-nine doctors (29%) were unaware of whether screen usage affected mental health. Seventy-two (53%) were of the opinion that screen
usage was having a negative effect on their physical health whilst 81 (60%) thought that it was having an adverse effect on their sleeping time
respectively. Conclusion: A significant proportion of doctors appear to be using digital devices beyond the recommended ‘Digital Screen time’
by various national or international healthcare organisations. There is an emerging need to highlight the deleterious effect of excessive ‘Digital
Screen time’ on various health parameters and be part of a global health narrative to mitigate ill-effects and a sustainable lifestyle.
... TI can prolong evaluation systems and the exchange between leader and subordinate. This is especially beneficial for remote employees, who can maintain close contact with their supervisor and avoid superficiality in the relationship, despite the physical separation [54][55][56][57][58]. ...
The role of ethical leadership in virtual settings is not yet clearly defined, but it may be the key to addressing employees' emotional exhaustion. In addition, to prevent emotional exhaustion, it is important to determine the role of work autonomy and teleworking intensity. The present research examined how and when ethical leadership influences emotional exhaustion through work autonomy and teleworking intensity. Data collected from 448 workers in the Colombian electrical sector were analyzed using a SEM moderated mediation model. The results indicate a positive relationship between ethical leadership and emotional exhaustion mediated by work autonomy. The results also show that teleworking intensity moderates the mediation process. Specifically, the positive impact of ethical leadership on emotional exhaustion stopped when teleworking intensity was high. Likewise, high teleworking intensity intensified the positive relationship between ethical leadership and work autonomy. Finally, high teleworking intensity dampened the positive relationship between work autonomy and emotional exhaustion. In conclusion, working virtually five days a week is a strategy that amplifies the leader-member relationship and becomes an advantage to effectively combat emotional exhaustion. The results obtained in this research are particularly relevant because they show for the first time that ethical leadership can have opposite effects on employees' emotional exhaustion, both positive and negative, depending on the number of days teleworked, thus contributing to a new understanding of the characteristics of the ethical leader in a virtual environment.
... We can see that ' (G4, male, union representative, insurance). Isolation and the resulting lack of exchange underscore the significant role that work plays in fostering social contacts, encounters, and exchanges (Allen, Golden, and Shockley, 2015). Concurrently, they highlight the social essence of family ties. ...
This article explores the negotiation of telework practices within French companies, drawing on seven case studies and 60
interviews conducted across various sectors in 2021 during the COVID-19 pandemic. Teleworking has garnered significant
support, yet preferences among employees are diverse, leading to an evident shift towards hybrid work models that merge
remote and on-site work. This preference indicates a departure from the clear-cut choice between in-person and remote work.
Collective bargaining significantly influences the development of telework policies, which remain fluid due to the iterative
lockdowns. The temporary nature of these policies results in frequent revisions, causing instability in long-term planning. Each
company’s strategy is customized, reflecting its unique circumstances, such as previous telework practices, operational
constraints, social dynamics, and company size. With the receding pandemic, there’s a noticeable trend towards limited
telework, reflecting a consensus between management and unions to address remote work challenges. This situation highlights
the intricate balance between individual worker preferences, union representation, and management objectives, with all parties
engaged in reshaping workplace norms.
... Teleworking is a work arrangement that allows an employee to work at home or in another location with the help of information and communication technologies. [1] [2] Teleworking supported the digitization of all work-related tasks. 3 Teleworking can be implemented under two emphasized conditions, namely that it is important that the work takes place away from the site, and that communication between the parties concerned can be established using electronic technological devices. ...
Provides an overview of Flexible work arrangements. it explores the benefits and challenges of implementing Flexible Work Arrangements, including the impact on productivity, job satisfaction, and employee retention.
This study investigates the impact of Work from Home (WFH) on career advancement among IT professionals, emphasizing intermediary aspects that affect progression in Work from Home environments. As WFH gains prominence, it is crucial to comprehend its influence on fundamental career facilitators, including Social Capital, Organizational Support, Leader-Member Exchange (LMX) Quality, Work Visibility, Work-Life Balance, and Technology Proficiency. This study employs a quantitative survey of 612 remote IT professionals in Karnataka, India, to evaluate how these characteristics moderate the association between remote management and career advancement. Findings demonstrate that WFH exerts both beneficial and detrimental impacts on career-enabling characteristics. WFH enhances work-life equilibrium and technological competence, enabling employees to flexibly manage duties and develop digital skills vital for contemporary positions. Nonetheless, WFH diminishes social capital, LMX quality, and job visibility, which may impede career progression due to diminished informal networking, restricted supervisor engagement, and decreased organizational acknowledgment. These findings underscore the necessity for focused organizational measures to facilitate career advancement in remote environments. Organizations ought to create virtual mentorship initiatives, tools that enhance visibility, and structured feedback systems to tackle the distinct issues faced by remote employees and optimize their career potential. This research enhances the current literature by pinpointing practical strategies that promote career advancement in Work from Home settings, providing significant insights for both scholars and companies adjusting to the changing workplace dynamics.
Remote working offers numerous opportunities, including increased flexibility, improved work-life balance, and access to a global talent pool. Remote working also presents significant challenges, such as blurred boundaries between work and personal life, feelings of social isolation, and difficulties in maintaining team cohesion and communication. As organizations navigate this new paradigm, there is a growing recognition of the need to integrate Environmental, Social, and Governance (ESG) principles into remote working practices. Embracing ESG principles in remote working represents a transformative opportunity for organizations to create value for stakeholders while contributing to broader societal and environmental goals. This chapters provides an overview of remote working, examining its opportunities, challenges, and broader implications for individuals, organizations, and society. It also explores the intersection of ESG and remote working, highlighting its potential to foster sustainable and inclusive workplaces.
The COVID-19 pandemic has had a significant impact at the shift to remote work, converting the way paintings is achieved and the way groups have interaction with it. Although remote work operating model has many benefits, which include flexibility and decreased tour time, it additionally causes troubles, mainly isolation. This article goals to investigate the impact of social isolation due to remote or work from home (WFH) model on employee morale, cooperation and collaboration. By reviewing current literature, studies literature, and research literature, this study explores how remote work job impact employees morale, teamwork, and normal productiveness. Research shows that social isolation can affect employee morale, undermine activity performance, and inhibit effective collaboration. Finally, the research suggests remedies for mitigating issues of social isolation and team work and collaboration issues arising due to remote work.
The study aims to explore Human Resources (HR) practices that cater to the mental health issues among Generation Z employees in the workplace. Given the fact that Gen Z is increasingly dominating the present workforce, companies would be forced to adapt their HR strategies to fit the special needs and sensitivities of this age group. This article explores various HR practices that include flexible work arrangements, training employees with regard to mental health, employee assistance programs, peer support networks, wellness initiatives, managerial support, digital mental health platforms, and workload management to ensure mental well being, curbing of the stigma associated with mental disorders, and creating a supportive work environment for the employees. By focusing on a literature review methodology, the paper synthesizes current research findings to provide insights for HR professionals, researchers, and organizational leaders.
The COVID-19 pandemic sharply increased opportunities to work from home. However, current research on working from home cannot keep up with its practical developments. In particular, studies on the risks of working from home are too undifferentiated, so most of these risks’ antecedents and effects remain unknown, along with the relationships among them. This study analyzes and conceptualizes the perceived risks of working from home following the COVID-19 pandemic. We used the Gioia methodology to analyze 22 semi-structured interviews qualitatively. Our results reveal the perceived risks of working from home, along with their antecedents and possible effects. In addition, we developed six process models to represent patterns in these perceived interrelationships between risks, antecedents, and effects. By analyzing and conceptualizing the risks of the work model, our results contribute to the literature on working from home and offer guidance for future research.
The COVID‐19 pandemic led to far‐reaching detrimental impacts, with challenges weighted toward women, who experience a double‐burden of paid work and care/domestic work. Professional lives were enacted in new spaces, as many were ordered to work from home. This was particularly testing for women, who found themselves servicing additional expectations each day, such as complex relational work and home‐schooling. For many, this caused stress, damage to career, and strained relationships. Yet, as women academics, we were surprised to see that some of our peers were reporting they had positive experiences during lockdowns. Drawing on interview data from 23 women academics based in the United Kingdom, we found that participants did not report damage to their professional identities; indeed, in some cases the pandemic provided new ways to expand academic identities, for example through skill development and international networking. Furthermore, participants reported the pandemic as a chance to choose how to focus their energies, withdrawing from relationships and activities that did not contribute to the achievement of the selves they sought to become and capitalising on those that did. This paper is therefore valuable in revealing the techniques and resources (narrative and otherwise) that can enable women to report positive experiences, even when facing adversity.
The global shift towards remote and hybrid work models has brought about transformative changes in the way organizations operate. This paper investigates the strategies employed by businesses to effectively adapt to and thrive within remote and hybrid work environments. It explores the multifaceted challenges posed by this transition, while highlighting innovative approaches that have emerged to ensure productivity, collaboration, and employee well-being. The research begins by examining the driving forces behind the accelerated adoption of remote and hybrid work, including technological advancements, changing employee expectations, and the need for business continuity during disruptive events. It delves into the critical role of digital infrastructure and communication tools in facilitating seamless remote collaboration and discusses their impact on traditional office dynamics.
The study investigates the association of the extent of remote work with men’s and women’s behavioral work-family conflict and their partners’ behavioral work-family conflict. The authors examine if these effects vary by parental status. Analyses of survey data from 343 U.S. dual-earning couples collected during the coronavirus disease 2019 pandemic show that among couples with children, their extent of remote work is positively associated with both their own and their partners’ behavioral family-to-work conflict but is not associated with their own or their partners’ behavioral work-to-family conflict. For child-free couples, findings show that their extent of remote work does not affect their own work-family conflict (bidirectional). For child-free women only, behavioral work-to-family and family-to-work conflict increase as a function of their partners’ extent of remote work. The authors offer insights into potential policy for work organizations, including benefits that provide time or financial assistance to help employees manage family obligations that might interfere with work.
This study seeks to examine the effect of adopting remote work in the period of “COVID-19 on the talent management and employee retention of IT firms in Bangalore”. Given the shift towards remote work, there was a new set of issues when it comes to human capital management and employee retention. This paper also focuses on how approved remote working policies such as flexible working arrangements, communication technology and performance appraisal systems; combined with talent management initiatives; impacted the rate of attrition among employees at this period of volatility. Exclusively survey research method for the study and data was gathered using a structured questionnaire administered only on the IT professionals in Bangalore. Analytical utilization of SPSS was employed in order to assess correlations between employment of remote work policies as well as Talent management strategies and Employee retention rates. As the result, it indicates that organization with proper remote work policies experienced considerably positive effect on retaining the employees by focusing their needs on flexibility and work-life balance. Moreover, other talent management methods, like virtual training, performance management, and engagement activities became important contributors to the workforce satisfaction. Although both practices were important, it was identified that remote work policies had a slightly more significant impact on retention. This evidence implies that organisations that have put into practice remote working policies and adjusted their talent management practices were able to retain their workforce. This research will be relevant for understanding the best practices and prospects for retaining employees in the IT businesses in Bangalore as well as other global organizations functioning within the new format of work. Considering ongoing changes that are taking place as organisations transition to and establish post-pandemic working environments, these insights can help organisations understand how to effectively manage their people and organise remote work to retain and enhance employees’ commitment and satisfaction.
Introduction: This article reviews the discussion concerning hybrid work (HW) during and after the pandemic. We argue that understanding hybrid work as simply dividing working time between an office and another location limits the potential of organizing work sustainably based on organizations' goals and employee needs. Understanding the core nature of hybridity as a flexible and systemic entity and a “combination of two or more things” impacting work outcomes such as wellbeing and performance opens a much richer view of organizing work now and in the future. The critical questions are: What is the core nature of hybridity when two or more things are combined in work, and what factors influence configuring them? Moreover, what are their potential wellbeing and performance outcomes?
Methods: To discover core elements, we reviewed how the HW concept was defined in consulting companies' publications, business journals, and international organizations' publications, mainly focusing on challenges and opportunities for hybrid work during COVID-19. We also analyzed how the concept was used in European questionnaire findings from 27 EU countries during the pandemic. The potential wellbeing and performance outcomes were studied using a sample of prior literature reviews on remote and telework. To identify “Two or more things” in the discussions, we broke down the HW concepts into the physical, virtual, social, and temporal work elements and their sub-elements and designable features.
Results: We found that the concepts used in the discussions on hybrid work reflect traditional views of remote and telework as a combination of working at home and in the office.
Discussion: We suggest configuring hybrid work as a flexible entity, which opens a perspective to design and implement diverse types of hybrid work that are much more prosperous and sustainable than just combining onsite and offsite work. The expected wellbeing and performance outcomes can be controversial due to the misfit of the hybrid work elements with the organizational purpose, employee needs and expectations, and non-observed contextual factors in implementations.
Purpose
We examined who is more likely to use flexible work arrangements (FWAs) to alleviate work-family conflict (WFC) and under what conditions the use of FWAs actually reduces WFC.
Design/methodology/approach
We tested the model using survey data collected at two time points from 217 employees.
Findings
Proactive employees are more likely to use flextime to alleviate WFC (b = −0.03; 95% biased-corrected CI: [−0.12, −0.01]) and this mediation relationship is not moderated by their level of low work-to-nonwork boundary permeability. In addition, only when proactive employees have a low work-to-nonwork boundary permeability does their use of flexplace alleviate WFC (b = −0.07, 95% bias-corrected CI: [−0.1613, −0.0093]).
Originality/value
We expand our understanding of who is more likely to utilize FWAs by identifying that employees with proactive personality are more likely to use flextime and flexplace. We also advance our understanding regarding the conditions whereby FWA use helps employees reduce WFC by identifying the moderating role of work-to-nonwork boundary permeability on the relationships between both flextime and flexplace use on WFC.
Purpose
To better understand employees’ preferred extent for working from home (WFH) setting that implies physical distance from clients and co-workers and enhanced physical proximity to others at home, this study, relying on job-demands resources (J-DR) theory, aims to investigate the relationships between this preference with both the perceived increase in emotional job demands and the exposure to childcare demands. Thus, this study aims to investigate the mediating role of perceived job difficulty in the relationship between emotional job demands and the preferred extent for WFH, and the moderating role of gender in the relationship between the number of children and the preferred extent for WFH.
Design/methodology/approach
A total of 239 employees who began WFH during the pandemic completed an online survey. Structural equation modelling was conducted to analyse the data and test the hypotheses.
Findings
As expected, an increase in emotional job demands had a significant negative indirect association with the preferred extent for WFH, through perceived increase in job difficulty. Furthermore, the number of children was negatively related to the preferred extent for WFH among male but not female employees.
Practical implications
The findings provide insights for promoting employees’ preferred extent for WFH.
Originality/value
The study points to a relationship between emotional job demands and employee attitudes towards WFH in terms of increased job difficulty and the preferred extent for WFH. It also points to the need to investigate the interaction between sex and number of children to understand employees’ preferred extent for WFH.
Drawing on self‐determination theory, this study advances our understanding of employees' experiences working from home (WFH). Specifically, we examine the effects of two social‐contextual characteristics of WFH arrangements: whether employees voluntarily initiate their arrangement ( WFH initiation) and the proportion of WFH employees in a unit ( WFH density ). We conducted multilevel analyses on a multisource dataset drawn from organizational HR records and two surveys of 2115 WFH employees in a Fortune 500 organization. Employees who voluntarily initiated WFH, rather than at their employer's direction, experienced higher job autonomy and lower isolation. WFH employees in units with a lower proportion of other WFH employees experienced higher job autonomy. WFH initiation and WFH density also had effects on several distal employee outcomes, including job satisfaction, organizational knowledge, and turnover intentions, through their effects on job autonomy and isolation. Our findings provide valuable insight into the experiences of WFH employees and call attention to two important, yet understudied, factors that shape these experiences.
This study examines the impact of digitally extended availability in
work-from-home arrangements on work-family conflict under the
intensity of work demands for parents. The advent of digital
communication technologies has facilitated a shift towards a
more blurred distinction between work and private life, which is
often enabled by the option of working from home. Digitally
extended availability, as a condition of being available for workrelated
requests and answering messages during non-working
hours, represents a specific aspect of boundary blurring.
Theoretically, it builds on the work/family border theory, which is
expanded by the perspective of the flexibility paradox. This
approach assumes that flexible working arrangements in contexts
of work-centred always-on cultures can potentially exacerbate the
reconciliation of work and private life. The results of moderated
mediation models on two waves of the German Family Panel
(pairfam) indicate that working from home is associated with
increased work-family conflict. This association is mediated by a
higher degree of digitally extended availability for work
communication. Furthermore, higher work demands serve to
reinforce this mediation for fathers, but not for mothers. These
findings lend support to the flexibility paradox perspective and
underscore gender-specific differences in the conflictenhancement
of digitally extended availability in demanding
work-from-home arrangements.
The shift to remote work has transformed traditional workforce management, especially in software firms where flexibility and digital connectivity are critical. This study explores the challenges of managing remote teams and the implications for employee engagement. Drawing from a sample of software firms, the research examines the impact of remote work on communication, collaboration, performance monitoring, and motivation. Key findings reveal that while remote work provides flexibility, it also presents hurdles such as isolation, diminished team cohesion, and difficulty in maintaining engagement. The study highlights strategies for overcoming these obstacles, including the use of technology to foster interaction, regular feedback mechanisms, and structured support systems. By focusing on employee well-being and proactive management, companies can enhance engagement and productivity in a remote work environment. These insights offer practical guidance for software firms navigating the evolving dynamics of remote workforce management. The rapid shift to remote work, accelerated by global events such as the COVID-19 pandemic, has transformed the way organizations operate, particularly in software firms. This study explores the unique challenges faced in managing a remote workforce, with a specific focus on maintaining and enhancing employee engagement. While remote work offers flexibility and productivity benefits, it also presents hurdles such as communication barriers, isolation, and difficulties in fostering team cohesion. Using both quantitative and qualitative research methods, this paper examines how software firms are addressing these issues through strategic management practices, including the use of collaborative technologies, virtual team-building exercises, and flexible work policies. Findings indicate that firms that prioritize clear communication, employee well-being, and inclusive leadership are more likely to sustain high levels of engagement in their remote workforce. “The study concludes with recommendations for improving remote workforce management, emphasizing the importance of adapting traditional engagement strategies to suit the digital workspace.
Keywords: Remote workforce management, employee engagement, software firms, virtual teams, communication barriers
Purpose
This study aimed to investigate the effect of working remotely on new professionals’ learning and adjustment. Organizational socialization is the process of learning and adjusting to a new professional role. Among new professionals working on-site, this learning and adjustment is indicated by a development of role clarity, task mastery and social acceptance. Less is known about the process when working remotely. This was recognized as a key organizational challenge following the onset of the COVID-19 pandemic.
Design/methodology/approach
In this study, with a longitudinal design with 242 graduates and weekly data collections for the first five weeks following professional entry in 2021, the authors compared the learning and adjustment among individuals working on-site, in hybrid or remotely using longitudinal analyses of mean response profiles.
Findings
The group-by-time interaction effects were not statistically significant (i.e. no differences were found in the adjustment of the new professionals of the three groups).
Originality/value
These results indicate that working remotely does not jeopardize the organizational socialization process. Furthermore, a marginally statistically significant result indicated that participants working only remotely experienced a greater development of task mastery over time: This suggests that remote work may even benefit learning and professional adjustment. Theoretical and practical implications of the results are discussed.
This paper provides a comprehensive review of the literature on employee onboarding, focusing on the role of onboarding in improving employee retention and performance. The research question guiding this review is: “What do studies and trends in literature reveal about onboarding's impact on employee retention and performance?” We begin by defining employee onboarding and its goals. The second section provides a presentation on the importance of employee onboarding. Then, we explore different onboarding techniques, models, and frameworks related to onboarding. We further delve into why employee onboarding is vital and its benefits, including the direct benefits of sound onboarding practices and team learning as an indirect benefit. Lastly, we discuss the evolving landscape of remote onboarding. Overall, this review provides a comprehensive overview of employee onboarding and synthesizes the existing literature on the subject.
This research looks at how demographic factors affect the way telework laws are implemented in the ICT industry. Data from 161 analyses of the replies were conducted to ascertain the effects of telework on work hours, workplace productivity and performance, and accessibility to a healthy work-life balance. The results demonstrate that telework has a positive impact on work, better performance and production, as well as life balance. Nevertheless, there were problems with hours of labor and availability. Even though younger workers frequently benefited more from telework, factors such as sex, marital status, and work-life balance were not significantly influenced by education or wealth outcomes. The report highlights the need for tailored strategies to improve telework laws and meet the particular needs of different ICT industry employee associations.
Purpose
This paper aims to identify the essential skills required by Human Resource Development (HRD) professionals to effectively respond to the various modes of labour organisation implemented due to the mandatory lockdown imposed by the Portuguese government in March 2020 as well as implications for learning and development (L&D) issues.
Design/methodology/approach
Data is based on 34 semi-structured interviews with HRD professionals from companies in different activity sectors.
Findings
The results reveal that the COVID-19 pandemic has brought out the development of socio-emotional skills among HRD professionals such as creativity, improvisation, self-exploration, innovation, collaboration, team spirit, resilience, flexibility, problem-solving, adaptability, priority management, emotional intelligence, social influence, social contact, interpersonal relationships, communication and online learning development.
Research limitations/implications
It will be interesting for future research to explore “what” and “how” HRD managers are planning, organising and implementing training and development plans to improve the skills of remote workers, which tend to grow in a post-pandemic COVID-19 phase.
Practical implications
This research emphasises the importance of HRD managers’ role in better coordinating the work of employees who are physically distant from the company. It also highlights the need for different skills required for effective digital HRD, support and monitoring of remote employees. The results provide important inputs to design and implement effective L&D programs for professionals working remotely and to reinforce the HRD role in organisations.
Originality/value
The research is original for twofold reasons: 1) HRD professionals are usually not trained to manage remote workers, which also means that they probably lack the skills to take the most out of remote working models; and 2) HRD professionals and the HRD function need to address the skills required to successfully implement flexible forms of work organisation as well as to implement adequate L&D policies to answer remote work practices.
Abstract: Working in the digital age requires a discussion on the right to disconnect. Although it has previously been studied in association with the digital transition movement, the “right to disconnect” has gained relevance in a context of mandatory teleworking due to the COVID-19 pandemic. This situation has led some countries to legislate on the subject, notably Portugal, where the right to
disconnect has been enshrined in labour legislation since law no. 83/2021 of 6 December. This article presents a framework of the literature on the right to disconnect, as well as a documentary analysis and an exploratory study carried out in Portugal in November and December 2021, during the COVID-19 pandemic. The survey sought to assess the working conditions of women in telework, particularly about working time. This study stresses that the right to disconnect is linked to the
organisation of working time and analyses the negative impact of technology on work, in particular the permanence of the electronic connection to work. The results show that the majority of women value teleworking because they have more time for themselves and their families. However, the women who consider that they have less availability for teleworking indicate that the main reason for this is not being able to disconnect from work. In the context of the digital transition and the expansion of teleworking in organisations and the generalisation of hybrid work, the study of this new “right to disconnect” becomes crucial.
Purpose
This study aimed to test the relationship between various communication channels (in person, on screen, on the phone, messaging), the team feeling and perceived support by colleagues under different intensities of telework.
Design/methodology/approach
European Social Survey (ESS) Round 10 (2020–22) data file edition 3.0 was used for data analysis. The sample of this study consisted of 9,500 workers from ISCO groups 1–4 from 19 European Union countries. Latent profile analysis was used to analyse the data.
Findings
Five communication and telework intensity profiles were revealed: solo office workers, connected teleworkers, solo teleworkers, all-mode office communicators and office classics. Demographic and professional characteristics predicted employees’ membership in specific telework and communication channel profiles. The significant between-profile differences regarding one’s team feelings and perceived support from colleagues were observed. The highest levels of team feeling and expectations of getting work-related help from colleagues were observed among office classics, characterised by all types of communication except on-screen communication. On the contrary, solo teleworkers who worked from home and rarely used all multi-mode communication channels to contact their colleagues reported the lowest levels of team feeling and social support.
Originality/value
Using representative data from 19 European countries (N = 9,500), this study provides insight into how combinations of telework intensity and communication forms relate to different levels of team feeling and perceived support among colleagues. It highlights the importance of using diverse communication for maintaining social support and team cohesion.
Since January 2020, humanity was grappling with an unprecedented crisis - Covid19 pandemic. All human beings were affected, irrespective of race, ethnicity, gender, caste, or creed. People were forced to work from home, constricted, and restricted within the boundaries of their own home. This changed the normal way of work completely, bringing in forced work-from-home options. Previous research on flexible work arrangements emphasized the beneficial effects of such arrangements (improving employee morale, job satisfaction, work-life enrichment, work-life balance). In this conceptual paper, the authors looked at the impact of work-from home arrangement (especially when forced) on job satisfaction more critically and the mediating role of work-to-life enrichment and work-to-life conflict. They also propose that this relationship is moderated by support (supervisor, spouse), and job demands, and that this is expted to vary culturally.
Háttér és célkitűzések: A Covid–19-járvány megjelenése alapjaiban változtatta meg az életünket, annak korlátozó intézkedései a munkahelyekre is beszivárogtak, és hatással voltak számos munkahelyi tényezőre. Vizsgálatunk célkitűzése az volt, hogy a vezetők tapasztalatait térképezzük fel az online munkavégzéssel kapcsolatosan. A home office munkával kapcsolatos pozitív és negatív vezetői tapasztalatokat a szervezet és a munka jellegével, valamint a nemmel is kapcsolatba hoztuk. Módszer: Vizsgálatunkban a személyes interjú módszerével 72 munkahelyi vezetőt kérdeztünk meg az online munkavégzéssel kapcsolatos előnyökről, hátrányokról. Csak olyan vezetőket interjúvoltunk meg, akik megtapasztalták a Covid–19-járvány alatt a távolságtartás szabályozása miatt elrendelt online munkavégzést. Eredmények: Az otthoni munkavégzés leggyakoribb előnyeiként a beszámolókban a hatékonyság, az optimális munkaszervezés és a rugalmasság jelentek meg, a leggyakoribb hátrányokként pedig a szociális kapcsolatok hiánya, a motivációs nehézségek, a munka és magánélet határvonalának elmosódása, valamint a kommunikációs nehézségek. Vizsgálatunk tekintetbe vette és értelmezi a férfi és női vezetők, valamint a közszférában, illetve versenyszférában dolgozó vezetők tapasztalatai közötti különbségeket. A közszféra és versenyszféra különbségei jól magyarázhatók azzal, hogy a versenyszférában régebbtől fogva vannak az online munkavégzéssel kapcsolatos tapasztalatok. A férfi és női vezetők véleményei és tapasztalatai közötti különbségeket pedig jól magyarázzák a kommunikációs kompetenciákban létező nemi különbségek, a férfiak racionalitását hangsúlyozó sztereotípiák és az otthonról eljáró ágentikus férfi nemi szerepek. Következtetések: A vezetők tapasztalatai alapján az online munkaformának jelentős hatásai vannak mind a munkavégzésre, mind a munkavállalókra, azonban az erről való vélekedésekben meghatározóak a munka egyéb aspektusai is.
Introducción: El trabajo remoto se ha convertido en una realidad para muchas empresas alrededor del mundo y la última pandemia ha generado un cambio abrupto y acelerador en la manera en que solía funcionar el trabajo, por lo que empresas y trabajadores han tenido que adaptarse rápidamente, acogiendo el trabajo remoto como herramienta que permite un salto inesperado hacia el futuro del trabajo. Metodología: Se realizó un estudio de campo, aplicando una encuesta, basada en 55 ítems, dirigida a una muestra de 120 colaboradores en la condición laboral de trabajo remoto en seis diferentes países. Resultados: Los resultados muestran que el trabajo remoto influye significativamente en el bienestar laboral de las organizaciones virtuales con un grado de significancia menor al 0.05. Discusión: La clave del éxito radica en una planificación cuidadosa, la implementación de políticas inclusivas y el apoyo continuo a los colaboradores para garantizar un entorno laboral saludable y productivo en cualquier ubicación. Conclusiones: El estudio refleja aceptación y agrado por este tipo de modalidad de trabajo; los países con mejor adaptación a esta modalidad son EE. UU, España, Colombia y México, mientras que en Perú y Guatemala los índices de adecuación y satisfacción fueron menores.
The construct validity of the Job Descriptive Index (JDI) was investigated by using a meta-analysis to summarize previous empirical studies that examined antecedents, correlates, and consequences of job satisfaction. In total, 79 unique correlates with a combined total of 1,863 correlations were associated with the JDI subdimensions. The construct validity of the JDI was supported by (a) acceptable estimates of internal consistency and test–retest reliability, (b) results that conform to a nomological network of job satisfaction relationships, and (c) demonstrated convergent and discriminant validity. Contrasting results with previous meta-analytic findings offered further support for the JDI's construct validity. Limitations of the JDI and suggestions for future research are discussed.
Parents raising children and youth with special needs due to disability or compromised physical or mental health often find the exceptional care they provide results in caregiver strain and competes with workforce engagement. When parents disclose their family members' special needs and care demands to obtain support, they can also face workplace stigma. This chapter maps research on family care demands onto studies of available family support, workplace support, and community support that may mitigate challenges and improve employment trajectories. Additionally, a cross-national comparison reveals that policy supports for parents providing exceptional care are fragmented at best in three countries: Canada, the United Kingdom, and the United States. Finally, the chapter proposes systematic investigations that can uncover shifts in policy and practice with the potential to improve employment outcomes for this substantial segment of the workforce.
Telecommuting has not permeated the American workplace, and where it has become commonly used, it is not helpful in reducing work-family conflicts; telecommuting appears, instead, to have become instrumental in the general expansion of work hours, facilitating workers' needs for additional worktime beyond the standard workweek and/or the ability of employers to increase or intensify work demands among their salaried employees
An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.
In this chapter, we focus on the importance of establishing causal relationships in the organizational sciences. Specifically, we provide an explicit definition of a causal relationship, identify several different forms that have been explored in the scientific literature, and discuss the conditions under which causality can be established. Specifically, we discuss the Campbell Causal Model (CCM), which emphasizes threats to causal interpretations and the elimination of these threats, as well as the Rubin Causal Model (RCM), which emphasizes the biasing effect of non-random assignment of participants to conditions (i.e., selection bias) and how to overcome this bias in observational research. A variety of quasi-experimentation designs (e.g., regression discontinuity approaches, longitudinal designs) that enable organizational science researchers to study phenomena in the field are discussed. We finish our chapter by considering the recent trend conceptualizing organizations as complex systems, and we argue that this perspective may change the kinds of causality questions that researchers ask in the future.
Purpose
The purpose of this paper is to explore the impact of remote e‐working on the key research areas of work‐life balance, job effectiveness and well‐being. The study provides a set of generalisable themes drawn from the key research areas, including building trust, management style and the quality of work and non‐working life.
Design/methodology/approach
The paper is an exploratory study into the psychological factors affecting remote e‐workers using qualitative thematic analysis of eleven in‐depth interviews with e‐workers, across five organisations and three sectors. All participants worked remotely using technology independent of time and location for several years and considered themselves to be experts.
Findings
The paper provides insights into the diverse factors affecting remote e‐workers and produces ten emerging themes. Differentiating factors between e‐workers included access to technology, ability to work flexibly and individual competencies. Adverse impacts were found on well‐being, due to over‐working and a lack of time for recuperation. Trust and management style were found to be key influences on e‐worker effectiveness.
Research limitations/implications
Because of the exploratory nature of the research and approach the research requires further testing for generalisability. The emerging themes could be used to develop a wide‐scale survey of e‐workers, whereby the themes would be further validated.
Practical implications
Practical working examples are provided by the e‐workers and those who also manage e‐workers based on the ten emerging themes.
Originality/value
This paper identifies a number of generalisable themes that can be used to inform the psychological factors affecting remote e‐worker effectiveness.
The recent event of global pandemic outbreak, natural disaster, terrorist attacks and extreme climate changes have highlighted the importance of putting in place a business continuity management (BCM) planning. One of the known branches of BCM is telecommuting. The project implementation was based on a non-profit environment context. Due to the practical manner of the project, canonical action research was chosen as the method of study. The methodology is essentially divided into 3 cyclical phases, problem diagnosis, intervention, evaluation. The purpose of this study is to document step by step telecommuting design and implementation. Towards the end of the study evaluation of the whole project design and implementation was performed. This was done to discover lessons learned as well as to evaluate the BCM readiness of the organization and understanding the level of participant motivation towards telecommuting.
Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated. In addressing these problems, a three dimensional conceptualization of the leader-member exchange construct is proposed and a model of the leader-member exchange developmental process is presented.
This study examined information communication technologies and workplace friendship dynamics. Employees reported factors that influenced their initiation of friendship with a coworker and reported patterns and perceptions of communication with their workplace friend via different communication methods. Results indicated that personality, shared tasks, and perceived similarity are the most important factors to coworker friendship initiation, and the importance of physical proximity to workplace friendship is diminishing in the electronically connected workplace. Results confirm the primacy of face-to-face interaction for workplace friendship initiation and maintenance. E-mail, phone, and texting were also central to communication among workplace friends. The amount of time spent telecommuting affected workplace friendship initiation and communication. Finally, generational differences were identified with respect to Internet-based communication methods.
Given the prevalence and continued growth of teleworking, future teleworkers and their managers need to be informed about the challenges that may hinder effective teleworking and potential strategies for overcoming those challenges. Quantitative and qualitative survey data were collected from 86 high performing teleworkers and their respective supervisors. Semantic themes representing categories of challenges and strategies emerged from the qualitative data. Some of the identified strategies included the use of advanced technology, communicating with family, task planning, and striving for extra productivity. The strategies were correlated with turnover intentions, work-to-family facilitation, and family-to-work facilitation. Implications for the management of teleworkers and suggestions for future research are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
Objective:
This study was conducted to determine whether installation of sit-stand desks (SSDs) could lead to decreased sitting time during the workday among sedentary office workers.
Methods:
A randomized cross-over trial was conducted from January to April, 2012 at a business in Minneapolis. 28 (nine men, 26 full-time) sedentary office workers took part in a 4 week intervention period which included the use of SSDs to gradually replace 50% of sitting time with standing during the workday. Physical activity was the primary outcome. Mood, energy level, fatigue, appetite, dietary intake, and productivity were explored as secondary outcomes.
Results:
The intervention reduced sitting time at work by 21% (95% CI 18%-25%) and sedentary time by 4.8 min/work-hr (95% CI 4.1-5.4 min/work-hr). For a 40 h work-week, this translates into replacement of 8 h of sitting time with standing and sedentary time being reduced by 3.2 h. Activity level during non-work hours did not change. The intervention also increased overall sense of well-being, energy, decreased fatigue, had no impact on productivity, and reduced appetite and dietary intake. The workstations were popular with the participants.
Conclusion:
The SSD intervention was successful in increasing work-time activity level, without changing activity level during non-work hours.
Research in organizational communication has examined the structure and content of interaction, but has paid little attention to research traditions outside the organizational sciences that explore the social-psychological interconnections between relationship development and interaction. In this paper we draw upon and extend those traditions to develop a model of how communication relationships develop within organizational dyads. The proposed model examines organization-based communication relationships through a synthesis of theoretical perspectives on communication richness, relational communication, interpersonal attribution, and social expectancy. We also call upon precepts of structuration theory to embed these microlevel processes in an organizational context.
The relational outcome in the model is “interactional richness,” a dyad-level construct that assesses the extent to which communication within the dyad is high in shared meaning. Model antecedents are aspects of interaction through which communicators reciprocally define their relationships, including relational message properties, message patterns that emerge over time, and relational perceptions. We propose that these communication properties and behaviors give rise to relationship attributions. We then incorporate processes of expectancy confirmation and violation to explain how specific communication encounters lead individuals to reformulate attributions regarding the status of a given relationship. Research propositions articulate how attribution/expectancy processes mediate between relational communication behavior and relationship development outcomes. We also develop propositions addressing how relational communication behavior is influenced by macrolevel factors, including hierarchy, structure, and culture.
In a concluding section we discuss the model's potential contribution to research and practice, address its limitations, and offer recommendations for future research aimed at testing its embedded hypotheses.
Research problem: Although much research exists on virtual worlds, very few studies focus on professional virtual worlds used for working in a global setting. Research questions: (1) How do global managers currently use and experience professional virtual worlds (Virtual Worlds) as a communication media for global work? and (2) How do these Virtual Worlds support global and professional communication in a geographically distributed context? Literature review: We reviewed Virtual World literature in the area of social sciences, education, and games. Little research has been conducted on Virtual Worlds for workgroups. But those studies support the assumption that Virtual Worlds are suitable for global distributed work as a collaboration and communication medium. Methodology: With an explorative and qualitative interview research approach, we conducted 47 semi-structured interviews with virtual world vendors, researchers, and managers using virtual worlds in their work. Data were analyzed based on Grounded Theory Analysis methods. Results and conclusions: The results show four different use cases applied for professional Virtual Worlds: small team meetings, trainings, community building, and conferences. Furthermore, our findings confirm Virtual World literature that states that the professional Virtual World as a communication and collaboration tool supports geographically distributed work as well as visualization and learning in a global context.
Two studies explored gender-relevant expectations and consequences of seeking flexible work arrangements. Study 1 examined preferences and expectations of students nearing the job market. While men and women valued work flexibility and work–life balance equally, women reported greater intentions to seek flexibility in their careers. Intentions were predicted by projected perceptions on gender-relevant traits. In Study 2, participants evaluated hypothetical targets who sought a flexible work arrangement after the birth of a child. Flexibility seekers were given lower job evaluations than targets with traditional work arrangements; however, they were also seen as warmer and more moral. Men may be particularly penalized at the character level, as flexibility seekers were seen as less masculine and rated lower on masculine prescriptive traits and higher on feminine prescriptive traits. Together these studies suggest that while men value work flexibility they may be reluctant to seek it because of (potentially well-founded) fears of stigmatization.
An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements
of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.
Studies examining the association between telecommuting and the work–life interface have often defined telecommuting use dichotomously ("used" vs. "not used"). Drawing on Organizational Justice Theory, it was hypothesized that nonusers would differ in their perceptions of organizational work–life balance support (WLB support), and such differences could be predicted by the reason for not telecommuting. In particular, employees who chose not to telecommute were expected to report similar WLB support and WLB as users of telecommuting. Survey data from the Singapore Public Service were used in the analyses. Results largely supported the hypotheses, suggesting that past studies that defined telecommuting use dichotomously might have inad-vertantly introduced a confounding factor in their design. Implications for practice and future research are discussed. Telecommuting refers to work that is "conducted away from the usual place of business but mostly at home and that is often supported by telecom-munications, Internet access, or computer" (Kossek, Lautsch, & Eaton, 2006, p. 348). It is a form of flexible work arrangement, the use of which has risen in tandem with advances in information communications technology. Tele-commuting from home is perceived to bring about personal benefits such as the reduction in stress associated with commuting and greater autonomy (Mokhtarian & Bagley, 2000).
Voluntary telecommuting is an increasingly prevalent flexible work practice, typically offered to assist employees with managing work— family demands. Most organizations with telecommuting policies rely on supervisor discretion regarding policy access and implementation in their department. Although supervisors' approaches have implications for telecommuters and their non-telecommuting co-workers, few studies integrate these stakeholder perspectives. Drawing on surveys and interviews with 90 dyads of supervisors and subordinates, some of whom were telecommuters and some of whom were not, we examine effective managerial approaches regarding telecommuting implementation. First, supervisors should stay in close contact with telecommuters, but this contact should emphasize sharing information rather than close monitoring of work schedules. Telecommuters supervised with an information-sharing approach were more likely to report lower work—family conflict, increased performance, and were more likely to help co-workers. Second, supervisors should encourage telecommuting employees to separate work and family boundaries, which is related to lower work—family conflict. However, supervisors face a paradox as a separation approach can negatively affect workgroup relations: telecommuters who are encouraged to create boundaries between work and family were less likely to extend themselves in crunch times or after hours to help their colleagues. Non-telecommuters' workload and work—family conflict may increase as a result.
Telecommuting can help to create organisational efficiencies and improve competitive advantage. It has been studied from a variety of perspectives, including that of transportation, management, psychology, and information systems. However, telecommuting literature, while abundant and diversified, often reports contradictory results, creating dilemmas for practice and research. Past researchers noting such conflicting findings often identify the lack of guiding theoretical bases as a key problem. In an attempt to explain the contradictory results found in prior research and in practice, we review telecommuting literature and expose conceptualisation issues that need to be addressed in the development of a telecommuting research model: telecommuting as both a context and an aspect of work, as a multi-level concept and as a time-dependent concept. The proposed multi-level model, guided by socio-technical systems theory, illustrates the inter-relationships of telecommuting antecedents and outcomes across levels of analysis and over time. The research offers a number of important implications for future research, as well as for managers involved in or affected by telecommuting in their organisations.
This new edition examines the ethical, social, and policy challenges stemming from computing and telecommunication technology, and mobile information-enabling devices. Features: establishes a philosophical framework and analytical tools for discussing moral theories and problems in ethical relativism; offers pertinent discussions on privacy, surveillance, employee monitoring, biometrics, civil liberties, harassment, the digital divide, and discrimination; examines the new ethical, cultural and economic realities of computer social networks; reviews issues of property rights, responsibility and accountability relating to IT and software; discusses how virtualization technology informs ethical behavior; introduces the frontiers of ethics in VR, AI, and the Internet; surveys the social, moral and ethical value systems in mobile telecommunications; explores the evolution of electronic crime, network security, and computer forensics; provides exercises, objectives, and issues for discussion in every chapter.
Through a review of the literature, this chapter identifies the impacts of telecommuting on organizations and employees and provides recommendations concerning the management of telecommuting. Key success factors of telecommuting programs, such as choosing the right jobs and employees, managerial attitude and expertise, are identified and discussed. Finally, this chapter present several essential steps that organizations should follow when implementing a telecommuting program. Purchase this chapter to continue reading all 23 pages >
Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated. In addressing these problems, a three dimensional conceptualization of the leader-member exchange construct is proposed and a model of the leader-member exchange developmental process is presented.
Eye contact is a critical aspect of human communication. However, when talking over a video conferencing system, such as Skype, it is not possible for users to have eye contact when looking at the conversation partner's face displayed on the screen. This is due to the location disparity between the video conferencing window and the camera. This issue has been tackled by expensive high-end systems or hybrid depth? cameras, but such equipment is still largely unavailable at the consumer level and on platforms such as laptops or tablets. In contrast, we propose a gaze correction method that needs just a single webcam. We apply recent shape deformation techniques to generate a 3D face model that matches the user's face. We then render a gaze-corrected version of this face model and seamlessly insert it into the original image. Experiments on real data and various platforms confirm the validity of the approach and demonstrate that the visual quality of our results is at least equivalent to those obtained by state-of-the-art methods requiring additional equipment.
Work and family constitute a contemporary topic within the field of industrial and organizational psychology that traverses disciplinary boundaries and has important implications for both individuals and organizations. As family structures have become more heterogeneous, interest in the topic has virtually exploded over the past several decades. The aim of this chapter is to review what we know about work and family interactions. The chapter is organized so that research is reviewed from various perspectives: individual, family, organization, and global. The chapter concludes with an agenda for future research.
To understand whether telecommuting could be part of the policy solutions for greenhouse gas (GHG) reduction in the transportation sector, this study uses instrumental variable Tobit models and data from 2001 and 2009 National Household Travel Surveys to explore whether telecommuting reduces or increases the daily work and non-work vehicle miles traveled (VMT). Our findings suggest telecommuters have more VMT for both daily work and non-work trips than non-telecommuters. Adding the findings that telecommuting has no impact on other non-working household member’s daily total (non-work) trips, we can possibly argue that households with telecommuter(s) tend to have higher daily total VMT. Our estimated marginal effect of telecommuting on worker’s daily total trips indicates that a telecommuter on average travels 38 vehicle miles more on a daily basis in 2001 and 45 vehicle miles more in 2009 compared with a non-telecommuter. These increases in VMT translate into a rather large increase in GHG emissions in the US equivalent to adding 7,248,845 cars in 2001 and 8,808,165 in 2009 to the road. Moreover, the difference of this marginal effect between 2001 and 2009 suggests the impact of telecommuting on worker’s daily total VMT had increased over time. With the emerging work arrangements to work from home, telecommuting has been welcomed in this changing environment, not only by individual workers and employers but also policymakers. But the outcomes seem to be opposite to what policy makers may have expected for GHG emission reductions.
We review literature on three important aspects of identity - namely, identification, identity enactment, and self-verification - to develop an identity-based framework for understanding organizational issues. We then analyze three major dimensions through which telecommuting alters the social context of work and interaction (location of work, time spent telecommuting, and voluntary nature) and discuss the implications of telecommuting within the identity-based framework. Finally, we explore the implications that telecommuting has for identity-related theories.
Women face an earnings penalty associated with motherhood but researchers have paid scant attention to how fatherhood might influence men's long-term earnings. Using multiple waves of the National Longitudinal Survey of Youth and employing ordinary least squares regression and fixed effects models we investigate what happens to men who modify their employment for family reasons. Previous research shows that men work longer hours and earn more after becoming fathers, but if men are unemployed or reduce work hours for family reasons, they could experience a “flexibility stigma” depressing earnings and limiting future career opportunities. We find strong support for the flexibility stigma hypothesis. Controlling for the effects of age, race, education, intelligence, occupation, job tenure, work hours, health limitations, marital status, and number of children, we find that men who ever quit work or are unemployed for family reasons earn significantly less than others in the future. Theoretical reasons for observed findings are discussed.
This study compares the findings of the literature on teleworking stereotypes with a case study of a teleworking venture. The study took the form of structured interviews with eight teleworkers, some home based and others working from an office. The study gives support to the suggestion that the majority of homeworkers are married women with childcare responsibilities, who are not interested in promotion. It does not agree, however, with the claim that isolation is a major problem for homeworkers and it suggests that teleworkers may not be the homogeneous group commentators often describe.
This research focused on the question: What leadership constraints contribute to the complexity of the working environment faced by global virtual team leaders and how do those leadership constraints impact the behavior of leaders when they are trying to meet team member expectations? This qualitative study of a high performing team within a multinational corporation MNC identified four constraints facing leaders: virtuality, globalization, the domestic workplace, and the matrix organizational structure. These constraints and their interactions contributed to the complexity that leaders faced when attempting to influence followers. While work/life roles have changed dramatically for leaders, team member expectations remain rooted in the past.
Despite their widespread adoption, concerns remain that virtual work arrangements can harm employee job performance and citizenship behavior. Does telecommuting really hamper these critical dimensions of employee effectiveness? To answer this question, we develop a theoretical framework linking telecommuting to task and contextual performance via a dual set of mechanisms – reflecting proposed effects of i-deals and job resources. Further, we propose that the meaning of and outcomes from these paths depend on the social context surrounding telecommuting. We test the framework with field data from 323 employees and 143 matched supervisors across a variety of organizations. As predicted, we find that telecommuting is positively associated with task and contextual performance, directly and indirectly via perceived autonomy. These beneficial effects are contingent upon two aspects of the social context: leader-member exchange and signals of its normative appropriateness amongst coworkers and one's supervisor.This article is protected by copyright. All rights reserved.
Proponents of telework arrangements assert that those who telework have more control over their work and family domains than their counterparts who are not permitted to work from home.
Using Karask's theory we hypothesized that the relationship between demands (hours in work per week; hours in childcare per week) and strain (work role overload; family role overload) would be moderated by the number of hours the employee spent per week teleworking (control).
To determine how the number of telework hours relates to work role overload and family role overload, we follow the test for moderation and mediation using hierarchical multiple regression analysis as outlined by Frazier et al. [50] We used survey data collected from 1,806 male and female professional employees who spent at least one hour per week working from home during regular hours (i.e. teleworking).
As hypothesized, the number of hours in telework per week negatively moderated the relation between work demands (total hours in paid employment per week) and work strain (work role overload). Contrary to our hypothesis, the number of hours in telework per week only partially mediated the relation between family demands (hours a week in childcare) and family role overload (strain).
The findings from this study support the idea that the control offered by telework is domain specific (helps employees meet demands at work but not at home).
The landscape of counterproductive workplace behavior is changing with the rapid integration of advanced communication technologies in the modern workforce. Specifically, employers are increasingly allowing employees to spend some work time at home, and to stay connected with the office through communication technologies. These telework arrangements bring about a new form of counterproductive workplace behaviors, namely, cyberslacking. Cyberslacking involves using the Internet for non-work related purposes while on company time. Engaging in cyberslacking might be particularly relevant when working at home because it would be easier to avoid being caught by supervisors and co-workers. The current study examines personality, satisfaction, and perceived performance as antecedents of cyberslacking while working away from the office. Findings from a field study indicate that cyberslacking is positively related to Procrastination, and negatively related to Honesty, Agreeableness, and Conscientiousness. Cyberlacking was also found to be negatively related to both satisfaction and perceived performance while working remotely. The study suggests that personality might be used as an avenue for screening those who may be selected for remote work, or to help develop structures that reduce cyberslacking opportunities for those with personalities that are predisposed to cyberslacking (e.g., closer managerial monitoring of the employee’s daily output).
The purpose of the current study was to extend organisational communication scholarship by examining the use of motivating language by supervisors of telecommuters and how motivating language influences telecommuters' perceptions of their supervisors' communication competence and their own communication satisfaction, job satisfaction, and organisational commitment. Participants included 177 full-time telecommuters from a number of organisations across the US. The current findings indicate that supervisors of telecommuters tended to use the motivating language of direction giving (task oriented) most frequently followed by empathetic and meaning-making language. Direction-giving language was also indicated as the greatest predictor of communication and organisational outcomes. A discussion of the current findings coupled with options for future research is also offered.
This paper investigates the effects of telework and flexible work schedules on the performance of teams in new product development projects. Organizations increasingly introduce workplace flexibility practices that provide flexibility with regard to where or when the employee works. The findings of NPD teams in five cases, situated in two telecommunication firms, show that telework has a positive effect on NPD performance through enabling knowledge sharing, cross-functional cooperation and inter-organizational involvement. This improves the speed and quality of product development, provided that face-to-face contact is not completely replaced by virtual contact. A basic level of face-to face contact is necessary to offset the negative effects of telework on the quality of the shared knowledge, which are larger when the knowledge is sticky. Flexible work schedules and unexpectedly hot-desking were found to increase telework usage. This implies for managers that workplace flexibility needs enablers and cannot do without a sufficient level of face-to-face contact.
The current study contributes to the already substantial scholarly literature on telecommuting by estimating a joint model of three dimensions—option, choice and frequency of telecommuting. In doing so, we focus on workers who are not self-employed workers and who have a primary work place that is outside their homes. The unique methodological features of this study include the use of a general and flexible generalized hurdle count model to analyze the precise count of telecommuting days per month, and the formulation and estimation of a model system that embeds the count model within a larger multivariate choice framework. The unique substantive aspects of this study include the consideration of the “option to telecommute” dimension and the consideration of a host of residential neighborhood built environment variables. The 2009 NHTS data is used for the analysis, and allows us to develop a current perspective of the process driving telecommuting decisions. This data set is supplemented with a built environment data base to capture the effects of demographic, work-related, and built environment measures on the telecommuting-related dimensions. In addition to providing important insights for policy analysis, the results in this paper indicate that ignoring the “option” dimension of telecommuting can, and generally will, lead to incorrect conclusions regarding the behavioral processes governing telecommuting decisions. The empirical results have implications for transportation planning analysis as well as for the worker recruitment/retention and productivity literature.
Purpose
The current study investigates the impact of time and strain-based work-to-family conflict (WFC) and family-to-work conflict (FWC) on exhaustion, by considering the moderating effect of telework conducted during traditional and non-traditional work hours.
Design/Methodology/Approach
Data were obtained from professionals in a large computer company using survey methodology (N = 316).
Findings
Results from this study suggest that time and strain-based WFC and FWC were associated with more exhaustion, and that exhaustion associated with high WFC was worse for individuals with more extensive telework during traditional and non-traditional work hours.
Implications
This study provides managers with findings to more carefully design telework programs, showing evidence that the adverse impact of WFC/FWC on exhaustion may depend on the type of telework and level of conflict experienced. This suggests that managers may need to be more aware of the full range of characteristics which encapsulate the teleworker’s work practices before making decisions about how telework is implemented.
Originality/Value
By differentiating the timing of telework and its role on the WFC/FWC—exhaustion relationship, this study delves deeper into the contingent nature of telework and suggests that the extent of telework conducted during traditional and nontraditional work hours may play an influential role. In addition, these considerations are investigated in light of the bi-directional time-based and strain-based nature of WFC and FWC, helping to unravel some of telework’s complexities.
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.
Teleworking, the increasingly common practice, which involves working away from the office using technology, entails changes in the experience of work. Such changes may influence the demands and resources associated with a job. While research on burnout has addressed the role of exhaustion and job engagement using the Job Demands‐Resources model, existing literature has focused on traditional work modes. This paper explores the effects on job demands and resources to understand the processes through which telework impacts the exhaustion and engagement of the teleworker. We find that the positive effect of telework revolves around reduced work pressure and role conflict and increased autonomy. The negative effect of telework is expressed through increased role ambiguity and reduced support and feedback. Overall, we find that telework is negatively related to both exhaustion and job engagement and that job demands and resources mediate these relationships.