Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain

Linking digital leadership and employee digital performance in SMEs in China: The chain-mediating role of high-involvement human resource management practice and employee dynamic capability

Background

In the digital era, the role of digital leadership is becoming increasingly prominent. However, the exploration of the alignment between digital leadership and high-involvement human resource management practices (HI-HRMPs) in influencing employee-based resources remains an overlooked research area among current scholars.

Objective

This study aims to analyze the influence of these elements on the digital performance of employees. Based on the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), this research focuses on Chinese Small and Medium Enterprises (SMEs) and employs purposive sampling to select four representative regions in China (Shanghai, Guangzhou, Guizhou, and Anhui). The survey targeted employees within SMEs and was conducted using questionnaire surveys. Structural equation modeling (AMOS) is utilized for analysis.

Results

The findings indicate that: (1) digital leadership cannot directly influence employee digital performance and employee dynamic capability but can directly influence HI-HRMP; (2) HI-HRMP mediate the influence of digital leadership on employee digital performance, but employee dynamic capability cannot mediate the influence of digital leadership on employee digital performance; (3) HI-HRMP and employee dynamic capability play a chain mediating role between digital leadership and employee digital performance.

Conclusion

In the digital market, digital leadership improves employee digital performance by boosting HI-HRMP and enhancing employee dynamic capabilities. The findings support studies on practical applications and link between digital leadership and employee digital performance. The uniqueness of this study lies in applying HI-HRMP and employee dynamic capabilities as chain mediating variables in the digital market. This approach extends the application of HRMPs and dynamic capability theory, providing theoretical guidance and decision support for the digital operations of SMEs.

Job satisfaction and performance among employed Bangladeshi women working from home during COVID-19 pandemic: A cross-sectional study

Background and Aims

The emergence of the COVID-19 pandemic led to the adoption of telework modalities by individuals in Bangladesh. The study's objective was to determine the job satisfaction and performance level of employed Bangladeshi women working from home during the COVID-19 pandemic lockdown.

Methods

A cross-sectional study was conducted among women employees of different professions in Dhaka city. The Minnesota Satisfaction Questionnaire (MSQ) was used to measure job satisfaction. Work arrangement satisfaction and self-reported performance were measured by two separate subscales which contain five items each. Responses from 118 employed women were analyzed using descriptive statistics, Pearson Chi-square tests, Independent t-tests, one-way analysis of variance, and Pearson Correlation tests through the Statistical Package for Social Science (SPSS), version 26.

Results

The findings indicated that 51.7% of women reported a high degree of satisfaction on the MSQ scale; 61.9% expressed high satisfaction with their work arrangements at home and 66.9% reported a high level of performance. Job satisfaction was significantly associated with the number of children and the number of family members. A positive association was found between job satisfaction and total working experience and work arrangements. Work performance was strongly associated with higher educational qualifications. A statistically significant association between job satisfaction and performance was revealed.

Conclusions

The findings from this study indicated a high degree of job satisfaction and a high level of performance found in women employees who worked from home during the COVID-19 pandemic. These findings encourage organizations to foster more policies for telework alternatives for employed women to help them keep a balance between work responsibilities and household chores.

Examining Burnout and Perspective on Videoconferencing in the Mental Health Workforce

Objective: To examine burnout and perspectives on videoconferencing over time for the mental health workforce. Methods: Members of an academic psychiatry department completed two anonymous surveys about virtual work and burnout 18 months apart (T1n = 274, response rate = 66.8%; T2n = 227, response rate = 36.7%). A subset completed the burnout subscale of the Stanford Professional Fulfillment Index (T1n = 145; T2n = 127). Results: Respondents were well satisfied with videoconferencing at both time points and satisfaction was higher at T2. Videoconferencing was not perceived to contribute to feelings of fatigue at either time point and burnout levels decreased from T1 to T2. Conclusions: Videoconferencing is well received by the mental health workforce and is not widely perceived to contribute to feelings of fatigue. Longer use of videoconferencing coincided with decreased levels of burnout. There are likely benefits to virtual work for the mental health workforce and virtual work may be protective from burnout.

Researchers' strategies to cope with the covid-19 impact on their activity

This study aims to characterize the strategies researchers used to cope with Covid-19 impact and to explore the relationship between those strategies, researchers' characteristics and the pandemic impact in their lives. 721 researchers, proportionally distributed among three Spanish regions, answered an online survey on the pandemic impact on their activity. Scales referred to social support, productivity, research tasks, working conditions, and work and personal life balance. An open-ended section was included to collect the strategies they used to cope with the pandemic consequences. 1528 strategies were content analysed and categorised based on their purposes and related to the rest of the impact variables. Results show the predominance of some strategies for the whole sample both at the work level, such as organizing work duties and plans, and at the personal level, such as maintaining life-work balance and improving personal well-being. Results stress to what extent a strategic approach contributed to minimize contextual issues or constraints even in an extreme situation as the Covid-19 pandemic and lockdown. A non-strategic approach, consisting of just reacting emotionally or dropping research, was the less effective way to maintain interest in research, sustained work and productivity and to warrant work-life balance. Developing a strategic approach was easier for those without caring responsibilities and for men. Women in our study, especially with caring responsibilities, had reduced opportunities to continue with their careers during the pandemic. No evidence of institutional strategies supporting researchers to cope with the situation was found.

Why increase in telework may have affected employee well-being during the COVID-19 pandemic? The role of work and non-work life domains

Given that millions of employees switched to mandatory telework during COVID-19, and as teleworking practices are likely to continue, it is essential to understand the potential impact of mandatory and non-flexible teleworking practices on employee well-being. Drawing on Conservation of Resources theory, we find support for resource gains as increase in job control mediates the link between increases in teleworking and improvements in well-being (increases in work engagement and decreases in burnout and job boredom). Conversely, the findings indicate resource losses as loss of social support and higher work-non-work interference explain the deterioration in well-being for those whose teleworking increased since the COVID-19 outbreak. By coupling role depletion and role enrichment theories, we find that employees who had children living at home experienced greater work-non-work interference due to increased teleworking. However, having children also buffered the negative impact of work-non-work interference on well-being. The findings are based on a Finnish population sample collected three months before and after the COVID-19 outbreak in March 2020 (N = 996 of matched respondents) and latent change score analyses of within-person changes. Our results provide new insights regarding the potential impact of teleworking on employee well-being in a context where teleworking is not flexible and self-selected by the employees. Notably, our results draw bridges (rather than burn them) between role depletion and enrichment frameworks as having children may simultaneously be "a burden" and "a gift".

Supplementary information

The online version contains supplementary material available at 10.1007/s12144-023-04250-8.

A Comparison of Working Conditions and Workers' Perceptions among On-Site, Telework, and Hybrid Workers in Ecuador during the COVID-19 Pandemic

The COVID-19 pandemic has forced many companies to adopt different work modalities to ensure their operation during this period. In this study, we described and compared working conditions and perceptions among face-to-face workers, teleworkers, and hybrid workers in Ecuador. A cross-sectional study was conducted with a sample of 542 participants, using a self-report survey to assess sociodemographic data, working conditions, and workers' perceptions. Variables were described and then compared by the Chi-square test, ANOVA, and the Kruskal-Wallis test. The results indicated a higher proportion of on-site workers without higher education and in the public sector compared to the other modalities. At the same time, there was evidence of increased perceived productivity. People in the hybrid modality tended to have more than one job, earning a higher monthly salary, perceiving a decrease in productivity, an increase in daily working hours, and a lower capacity for time management. In addition, most teleworkers reported fair working conditions, a dedicated workspace, and easy adaptation to this work mode. This study builds a more in-depth understanding of how workers perceived their working conditions among work modalities for organizational decision-making because the evolution of the COVID-19 pandemic is modifying the ways of working permanently.

Teleworking Survey in Saudi Arabia: Reliability and Validity of Arabic Version of the Questionnaire

OBJECTIVES

This study aimed to adapt the survey questionnaire designed by Moens et al. (2021) and determine the validity and reliability of the Arabic version of the survey in a sample of the Saudi population experiencing teleworking.

METHODS

The questionnaire includes 2 sections. The first consists of 13 items measuring the impact of extended telework during the coronavirus disease 2019 (COVID-19) crisis. The second section includes 6 items measuring the impact of the COVID-19 crisis on self-view of telework and digital meetings. The survey instrument was translated based on the guidelines for the cultural adaptation of self-administrated measures.

RESULTS

The reliability of the questionnaire responses was measured by Cronbach's alpha. The construct validity was checked through exploratory factor analysis followed by confirmatory factor analysis (CFA) to further assess the factor structure. CFA revealed that the model had excellent fit (root mean square error of approximation, 0.00; comparative fit index, 1.0; Tucker-Lewis index, 1; standardized root mean squared residual, 0.0).

CONCLUSIONS

The Arabic version of the teleworking questionnaire had high reliability and good validity in assessing experiences and perceptions toward teleworking. While the validated survey examined perceptions and experiences during COVID-19, its use can be extended to capture experiences and perceptions during different crises.

Consequences of COVID-19 on Employees in Remote Working: Challenges, Risks and Opportunities An Evidence-Based Literature Review

The COVID-19 pandemic forced organizations across all sectors and sizes to undertake crucial changes in order to remain productive during the emergency. Among these, the shift towards remote working arrangements is still present in our workplaces, impacting employees' well-being and productivity. This systematic review aims to describe the pandemic's consequences on work organization by analyzing whether and how the shift towards remote or home-working impacted employees' productivity, performance, and well-being. Furthermore, it describes the role of individual and organizational factors in determining employees' adjustment to remote work. Sixty-seven peer-reviewed papers published from 2020 to 2022, written in English, were selected through the preferred reporting items for systematic reviews and meta-analyses (PRISMA) guidelines. Findings describe how remote working arrangements, the workplace and organizational factors, and the employees' individual traits and skills impacted employees' productivity and well-being. Furthermore, they provide a description of the organizational enforcement actions reported in the literature. Managerial and practical implications, such as enforcement actions, team management strategies, and initiatives to promote employees' physical and mental health, will be discussed in the paper.

Remote Working and Home Learning: How the Italian Academic Population Dealt with Changes Due to the COVID-19 Pandemic Lockdown

The COVID-19 pandemic introduced changes in people’s lives that affected their mental health. Our study aimed to explore the level of psychological distress in the academic population during the lockdown period and investigate its association with the new working or studying conditions. The study sample included 9364 students and 2159 employees from five Italian universities from the study IO CONTO 2020. We applied linear regression models to investigate the association between home learning or remote working conditions and psychological distress, separately for students and employees. Psychological distress was assessed using the Hospital Anxiety and Depression Scale (HADS). In both students and employees, higher levels of distress were significantly associated with study/work–family conflicts, concerns about their future careers, and inadequacy of equipment; in employees, higher levels of distress were significantly associated with a lack of clarity on work objectives. Our results are in line with previous research on the impact of spaces and equipment in remote working/studying from home. Moreover, the study contributes to deepening the association between well-being and telework–family conflict, which in the literature is still equivocal. Practical implications require academic governance to promote sustainable environments both in remote and hybrid work conditions, by referring to a specific management by objectives approach.

Remote Work Efficiency from the Employers’ Perspective—What’s Next?

Remote work has been of interest to managers since the implementation of new information and communication technologies (ICTs). During the initial period, it was treated as an employee’s privilege or even a luxury and as such it was not a popular practice. The COVID-19 pandemic and the intervening period have changed attitudes toward remote work, as it became a necessity for many organisations. However, in connection with its use, many new, previously unknown problems have arisen, such as: the organisation of remote work, the supervision and monitoring of work performance, and employee support. The present research was conducted using a standardised questionnaire computer-assisted telephone interview (CATI) method in May–June 2021 on a population of 248 enterprises, divided into micro, small, medium-sized and large entities. The research data were collected during the COVID-19 pandemic which, on the one hand, provided an exceptional opportunity to fill in the theoretical gaps that were existing in this field; however, on the other hand, it could be burdened with certain flaws due to the context of the pandemic. An enterprise’s attitude to remote work has a positive influence on the efficiency of the remote work, the control of the remote work and the remote work support, with the strongest impact exerted on the last of the factors mentioned. A better attitude to remote work influences, to the largest degree, an enterprise’s support for performing work from remote locations outside of corporate offices. Among the enterprises that were surveyed, the following were most frequently indicated as elements of such support: additional office equipment provided to an employee, remote work training, and the installation of additional computer programs. Financial support was declared by about 11% of the enterprises and it usually took the form of a remote work allowance or funds to cover the costs of purchasing equipment or paying for the Internet.