Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes

The affective commitment of newcomers in hybrid work contexts: A study on enhancing and inhibiting factors and the mediating role of newcomer adjustment

This study focuses on one of the most impacted human aspects of digital transformation in contemporary organizations: the development of the affective commitment of newcomers in hybrid work contexts. Specifically, this study addresses a research gap related to the factors that influence the affective commitment of newcomers in hybrid work contexts. First, it investigates the role of two drawbacks of the remote component of hybrid work contexts inhibiting affective commitment: workplace social isolation and technostress. Second, it explores the role of two factors that were previously investigated in in-presence contexts and proved to enhance affective commitment: perceived organizational support and perceived supervisor support. Moreover, this study considers the possible mediating role of newcomer adjustment, intended as a proximal outcome of successful onboarding and an antecedent of newcomer affective commitment. In order to examine enhancing and inhibiting factors and the mediating role of newcomer adjustment, a quantitative study was carried out involving newcomers who began to work in their current organization after January 2021 and who still do remote work at least 1 day a week. Results confirm the inhibiting role of workplace social isolation and the enhancing role of perceived organizational support and perceived supervisor support on affective commitment in hybrid work contexts. Furthermore, they support the mediating role of newcomer adjustment in the relationship between workplace social isolation and affective commitment. While contributing to theory advancement in understanding newcomer affective commitment in current hybrid work contexts, these results also suggest important managerial implications in the field of human resources management, specifically the need to pay greater attention to strategies devoted to increasing newcomers' perception of organizational and supervisor support.

Isolated and Stressed? Examining the Effects of Management Communication in Alleviating Mental Health Symptoms during COVID-19

The goal of this research was to assess the role of professional isolation on mental health symptoms via stress among employees working remotely due to COVID-19. Additionally, this research explored the interactive effect of management communication on the relationship between professional isolation and stress, and stress and mental health symptoms. In Study 1, behavior analysts who were working remotely as a result of the pandemic completed assessments of professional isolation, stress, and mental health symptoms at two points in time, separated by two weeks. Study 2 replicated and extended the findings from Study 1 in a sample of remote employees recruited from Amazon's Mechanical Turk using a three-wave design. Findings of both Study 1 and Study 2 suggested that stress mediated the relationship between professional isolation and mental health symptoms. Additionally, management communication buffered the association between stress and mental health symptoms in Study 2. Lastly, the indirect effect of professional isolation on mental health symptoms was stronger for those who received less communication from their management. The findings of these two studies expand our understanding of the mechanism and boundary condition through which professional isolation is related to mental health symptoms.

Exploring employee well-being during the COVID-19 remote work: evidence from South Africa

Purpose

The COVID-19 pandemic has rapidly accelerated a shift to remote working for previously office-based employees in South Africa, impacting employee outcomes such as well-being. The remote work trend is expected to continue even post the pandemic, necessitating for organizational understanding of the factors impacting employee well-being. Using the Job Demands–Resources model as the theoretical framework, this study aims to understand the role of job demands and resources as predictors of employee well-being in the pandemic context.

Design/methodology/approach

A self-administered online survey questionnaire was used to gather quantitative data about remote workers’ (n = 204) perceptions of specifically identified demands, resources and employee well-being. Descriptive statistics, Pearson’s correlation and moderated hierarchical regression were used to analyse the data.

Findings

This study found that job demands in the form of work–home conflict were associated with reduced employee well-being. Resources, namely, job autonomy, effective communication and social support were associated with increased employee well-being. Job autonomy was positively correlated to remote work frequency, and gender had a significant positive association to work–home conflict. Social support was found to moderate the relationship between work–home conflict and employee well-being. Findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. This study advances knowledge on the role of demands and resources as predictors of employee well-being of remote workforces during COVID-19 and beyond.

Originality/value

This paper provides insight on employee well-being during COVID-19 remote work. Further, the findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. To the best of the authors’ knowledge, this is the first study carried out to explore the employee well-being during COVID-19 pandemic and will be beneficial to stakeholders for understanding the factors impacting employee well-being.

The impact of executive isolation of CEO on CXOs attrition: a case study of a not-for-profit organization

Purpose

This paper aims to explore the interlinkage and association of executive isolation at the workplace faced by Chief Executive Officer (CEO) of a not-for-profit organizations (NPOs) and its impact on the attrition at the C-Suite Professionals (CXO), Direct reports of CEO levels.

Design/methodology/approach

Executive isolation at top management with reference to the CEO level has emerged as a major challenge that is faced by NPOs with the effect being multiplied by the pandemic and remote working. This paper intends to examine the relevance of the impact of executive isolation experienced by top management leading to increase in the attrition at the CXO levels in NPOs due to their increasing dissatisfaction. To make a thorough study, a detailed literature review has been done followed by qualitative research methods of individual interviews, group interviews and surveys to ascertain the implications of CXO-level executive isolation on the CXOs attrition in NPOs.

Findings

The executive isolation experienced by CEOs makes them develop certain preconceived set of beliefs. By being isolated from the direct report CXOs and action on the ground and working from a remote location, they tend to inculcate their own decisions into the direct reports, thereby depriving them of authority and autonomy. This starts leading to the high level of CXO attrition.

Research limitations/implications

This paper has tried to study the linkage of the executive isolation at top management with the levels of CXO dissatisfaction leading to attrition at NPOs. This topic appears to be much-needed to be understood, especially when the new normal of work is being redefined.

Practical implications

The paper enumerates that the NPOs can attempt to deal with the challenges of engaging CXOs through virtual working; however, the mindfulness can be impacted by the experiences of executive isolation at management levels. This, in turn, can lead to lower morale, compromised performance resulting in CXO-level dissatisfaction and attritions.

Originality/value

With the limited awareness about executive isolation and its multiplier effect due to the pandemic, NPOs, like other enterprises, had to resort to virtual working. However, executive isolation at management levels apparently leads to reduction in the CXO-level engagement with the teams under them and with the CEO to which they report. This aspect can lead to the NPOs not being able to achieve their impact objectives during the outward turbulence and inward challenges of CXO-level attritions because of the CXO-level dissatisfaction.

Adding Knowledge to Virtual Teams in the New Normal: From Leader-Team Communication towards the Satisfaction with Teamwork

The present paper sets out to investigate the relationships among several key constructs that cover the work patterns and processes in the context of the COVID-19 pandemic. Emphasis is laid on the leader-team communication, the fostering of a strong team culture, team performance and satisfaction with teamwork in the case of virtual teams. The scrutiny is intended to complement recent developments in the field which compared traditional and virtual teams at different levels by adding knowledge to virtual teams’ communication and interaction patterns and processes. In this vein, an online survey was conducted with 175 members from different virtual teams. The findings showed the advancement of a pertinent conceptual model, mostly displaying significant relationships among constructs. Four out of the five formulated hypotheses were validated, the highest influences being reported between leader-team communication and team culture, respectively, and between team performance and satisfaction with teamwork. Furthermore, the structural model explained over 50% of the variance in the satisfaction with teamwork, thus supporting the relevance of the inferred relationships.

Contrasting Traditional and Virtual Teams within the Context of COVID-19 Pandemic: From Team Culture towards Objectives Achievement

The current paper aimed to comparatively scrutinize some key dimensions apposite for the dynamics of traditional versus virtual teams in the context of the COVID-19 pandemic. Emphasis was laid on the positive leadership perception, communication effectiveness among team members, objectives achievement, diversity approach, and the perception of team culture strength. Invitations to fill in an online questionnaire consisting of paired items were sent in January 2022 via email to over 200 potential respondents working in both traditional and virtual teams, using a snowball sampling technique; 137 subjects completed the entire questionnaire, hence allowing a reasonable research sample for conducting relevant statistical analyses (i.e., paired t-test given that the aim was to investigate the difference between paired sets of variables for the same issues). The empirical exploration brought to the fore significant differences among the considered dimensions, thus underscoring the benefits and drawbacks of working in traditional versus virtual teams in the context of the new normal. Evidence was brought forward that teamwork in traditional teams (i.e., based on face-to-face interaction) is preferable to that in virtual teams (i.e., based on online interaction). Meaningful differences were observed regarding the perception of team culture strength, communication effectiveness, positive leadership perception, and diversity approach in favor of traditional teams, the questioned respondents opting for the offline coordination and collaboration processes.

Work from Home Challenges of the Pandemic Era in Hong Kong: A Stimulus-Organism-Response Perspective

Hong Kong is an international city where almost all the companies did not have a WFH policy before the pandemic since it is a very small place. During the pandemic period, Hong Kong governments, major banks and large private organizations have adopted WFH policy. The purpose of this article is to examine impact of work from home (WFH) practice on work engagement with the company during the pandemic period in Hong Kong. According to a stimulus-organism-response model, this study explores the dark side the WFH arrangement during the pandemic period. Convenience sampling method was used to collect 206 valid responses from individuals who were working from home in Hong Kong. Partial least squares structural equation modelling (PLS-SEM) was used in the analysis of data. It was found that teamwork climate is negatively associated with physical isolation and sense of belonging is negatively associated with psychological isolation. Work engagement was impaired. Affective social presence may not be so easily established through virtual ways. Virtual informal gatherings, such as virtual breakfasts, lunch or tea breaks where work-related matters are not discussed, could be arranged.

Workplace isolation amongst home-based teleworkers: Can psychological capital make a difference?

BACKGROUND/OBJECTIVE: With the advent of COVID-19 pandemic, home-based teleworking has become the new normal. Researchers have suggested workplace isolation as the most frequently reported employee concern of teleworkers. Workplace isolation is reported to have many undesirable outcomes. However, limited studies have examined the influence of workplace isolation on mental health and its underlying mechanisms. Drawing from the emotion-centered model of occupational stress and conservation of resources theory, the purpose of this study is to examine the relationship between workplace isolation and mental ill-health with negative emotions as a mediator and psychological capital as a moderator. METHODS: The data was collected from 322 home-based teleworkers working in Information Technology companies in India using a survey method. The data was analyzed using SmartPLS, SPSS and PROCESS macro. RESULTS: The results suggest the following. First, workplace isolation was associated with mental ill-health and negative emotions mediated this relationship. Second, psychological capital was found to buffer the effects of workplace isolation on negative emotions. Third, the conditional indirect effect of workplace isolation on mental ill-health through negative emotions was weaker in the presence of high psychological capital. CONCLUSION: The current study is the first one to examine the mediating role of negative emotions and the moderating role of psychological capital in the relationship between workplace isolation and mental ill-health among home-based teleworkers. This study demonstrates the importance of psychological capital as a personal resource that can help in coping with the negative effects of workplace isolation.

Virtual work intensity, job satisfaction, and the mediating role of work-family balance: A study of employees in Germany and China

This paper targets virtual work, an increasingly crucial alternative work arrangement in today’s interconnected world. Based on a survey of 308 employees working in Germany and China, we investigate the relationship between virtual work intensity, work-family balance, and job satisfaction through a mediator model. We find empirical evidence for an inverted U-shaped relationship between virtual work intensity and job satisfaction. When virtual work intensity is below a particular level, it is positively related to job satisfaction. However, increasing virtual work intensity begins to decrease job satisfaction when this threshold is exceeded. Our findings suggest this relationship between virtual work intensity and job satisfaction is mediated by work-family balance. Furthermore, empirical evidence demonstrates that the inverted U-shaped relationship has different optimums in different cultures. The research outcome demonstrates that the threshold is lower for Chinese employees than their German colleagues. This paper contributes to literature relating to job satisfaction, work-family balance, and virtual work by focusing on individual virtual work outcomes in a cross-cultural context. It also attempts to provide an alternative explanation for the generative mechanism of the impact of virtual work intensity on job satisfaction.

Social Isolation and Stress as Predictors of Productivity Perception and Remote Work Satisfaction during the COVID-19 Pandemic: The Role of Concern about the Virus in a Moderated Double Mediation

From mid-March to the end of May 2020, millions of Italians were forced to work from home because of the lockdown provisions imposed by the Italian government to contain the COVID-19 epidemic. As a result, many employees had to suddenly switch to remote work, experiencing both troubles and opportunities. Social isolation from colleagues and the workplace represents a typical aspect of remote work which increased significantly during the social confinement imposed by the government. This study investigates the correlates of social isolation in terms of stress, perceived remote work productivity and remote work satisfaction, proposing the sequential mediation of stress and perceived remote work productivity, and the moderating role of concern about the new coronavirus. An online survey was conducted, and the responses of 265 employees showed the deleterious role of social isolation in stress, which leads to decreased perceived remote work productivity that, in turn, is related to remote work satisfaction. Furthermore, the results suggest that concern about the virus moderates the relationships between social isolation and remote work satisfaction, from one side, and remote work perceived productivity and remote work satisfaction from the other. This latter result suggests that the indirect sequential effect of social isolation on remote work satisfaction is conditional on concern about the virus. Some conclusions are drawn to support managers and HR officers in the choices to better manage employees’ work during the health emergency.

A justiça não pode parar?! Os impactos da COVID-19 na trajetória da política de teletrabalho do Judiciário Federal

Resumo Introdução: o teletrabalho tornou-se um recurso necessário diante da crise de emergência em saúde pública causada pelo novo Coronavírus (Sars-CoV-2). Objetivo: analisar a trajetória da regulamentação do teletrabalho no Setor Judiciário Federal e como foi impactada pela pandemia da COVID-19. Métodos: estudo descritivo com base em resoluções que regulamentaram o teletrabalho na Justiça Federal. Resultados: o teletrabalho foi iniciado no Judiciário Federal em 2013, quando o Tribunal da 4ª Região publicou a primeira resolução a respeito. Em 2016, o Conselho Nacional de Justiça o regulamentou nacionalmente e cada Tribunal emitiu normativas complementares. Diante da pandemia, para não paralisar suas atividades devido ao isolamento e ao distanciamento social, o Judiciário Federal rapidamente estabeleceu o teletrabalho integral e compulsório a todos os magistrados, servidores e estagiários, porém com a adoção de diferentes metas e ações pelos tribunais. Aspectos ambientais, individuais e familiares, da organização e da natureza do trabalho devem ser observados na implementação do teletrabalho. Conclusão: os resultados sugerem que os desafios da realização do teletrabalho durante a crise devem contribuir para análise e aperfeiçoamento das normas, metas e políticas públicas vigentes em teletrabalho no Judiciário e nos demais setores, assim como para o entendimento e prevenção dos seus impactos à saúde dos trabalhadores e trabalhadoras.