Not All Remote Workers Are Similar: Technology Acceptance, Remote Work Beliefs, and Wellbeing of Remote Workers during the Second Wave of the COVID-19 Pandemic

"The magic triangle between bed, office, couch": a qualitative exploration of job demands, resources, coping, and the role of leadership in remote work during the COVID-19 pandemic

BACKGROUND

The COVID-19 pandemic has necessitated many employees to work from home with immediate effect for several months, regardless of their workplace preference or situation at home. Against this backdrop, this study explores perceived job demands and resources as well as the role of leadership and coping strategies of employees and managers with little or no prior experience with working from home in the altered work environment.

METHODS

Based on the job demands-resources model, we developed an interview guide and conducted thirty-four semi-structured interviews. The interviews were transcribed and analyzed deductively-inductively using qualitative content analysis.

RESULTS

Experienced job demands include, e.g., challenging, insufficient digital communication, and lack of social exchange, while greater flexibility and work-life balance were identified as valuable resources. Regarding the role of leadership, signaling trust, keeping regular contact, and supporting employees are important. To cope with the unforeseen yet persistent work situation, participants applied creative strategies by setting up offices at home with what they had at disposal. Differences were observed between employee and managerial perceptions as well as over time during the pandemic.

CONCLUSIONS

The results expand our knowledge about healthy remote work by adding specific demands, resources, and coping strategies employees and managers experienced during the extreme situation of the COVID-19 pandemic to the picture as well as specifying the role of leadership. Moreover, our findings provide a foundation for guidelines for healthy remote work design and collaboration in times of abrupt change and crises.

A bibliometric analysis of remote working practices: Call for future research

BACKGROUND

According to Gallup survey report, 69% of U.S. workers moved to working remotely in April 2020. Due to COVID-19, work is changing rapidly, including where individuals work.

OBJECTIVE

Research in this field has drawn much attention, and in the last ten years, there is a constant augment in the number of publications on the same. Several works of literature on Remote Working (RW) culture have been reported. Nevertheless, only less research is present on bibliometric reviews of RW culture. Therefore, Bibliometric research is wielded in this work and a comprehensive review of relevant publications was taken from Scopus, Web of Science (WOS), together with the Social Science Citation Index Expanded.

METHODOLOGY

At first, meticulous bibliometric analyses of 430 published articles are done and descriptive information about a piece of work, namely (a) author, (b) title, (c) date of publication, et cetera, is provided.

RESULTS

Mapping the scope along with the structure of the discipline is enabled by these analyzes, which discovers the instituted collaboration patterns amongst countries and organizations, and identifies authoritative papers together with authors. Therefore, the publication's evolution over time is illustrated by these analyses, and the current research interests and potential directions for future study are identified.

CONCLUSIONS

This paper incorporates insights on remote working culture and enables mapping the scope and structure of the discipline, discovering the established collaboration patterns among countries and organizations. Thus, these analyses illustrate the publication's evolution over time and identified the current research interests and potential directions for the research.

The Lived Experience of Persons with Spinal Cord Injuries Engaging in Remote Work: A South African Perspective

In South Africa, traumatic SCI cases are disproportionately high in comparison to other countries. Low retention and maintenance of work for persons with SCIs are further exasperated by structural barriers and societal stigma. Persons with SCIs have the ability to contribute to the labour market, and doing so could lead to the improvement of their quality of life and socioeconomic status. Addressing engagement in work as a meaningful occupation for persons with SCIs is essential to mitigate occupational risk factor and uphold occupational justice. Currently, there is a paucity of literature on remote work practices for persons with SCIs. This study seeks to add to this body of knowledge to increase occupational therapists' awareness of the possibility of remote work to facilitate the inclusion of persons with SCIs in the open labour market. This phenomenological study explored the facilitators and barriers of engaging in remote work in the open labour market for paid employment, as experienced by persons with SCI within the Gauteng metropole, South Africa. Data was collected via semistructured interviews from four participants and analysed thematically. Four themes were generated from the data: (1) intrinsic facilitators of remote work, (2) extrinsic facilitators of remote work, (3) intrinsic barriers to remote work, and (4) extrinsic barriers to remote work. Remote work can be utilised to include persons with SCIs in their chosen occupation of work and is a holistic and client-centred approach. Remote work should not be seen as the sole method of inclusion but can also be used in conjunction with traditional office work to accommodate persons with SCIs in the workplace.

Remote Work in Peru during the COVID-19 Pandemic

The objective of this research is to investigate the characteristics of remote work in Peru during the COVID-19 pandemic. In addition, the study will allow exploring the advantages, disadvantages, challenges and opportunities that Peruvian remote workers face during this crisis scenario. This was a basic-type, descriptive-level study employing a quantitative approach and a non-experimental design. The sample consisted of 275 workers from two companies located in Metropolitan Lima, and the data were collected in the year 2021. A questionnaire with 30 questions was proposed for data collection; it was validated by three experts, and its reliability was α = 0.85. The findings of the remote work variable place it at a medium level with 40.73%; in the flexibility dimension, the medium level prevailed with 42.55%; the autonomy dimension exhibited a high level with 41.09%; and the productivity dimension exhibited a medium level with 43.64%. In the technology dimension, the low level prevailed with 36.36%, while the psychosocial risks dimension exhibited a medium level with 33.18%. In conclusion, the characterization of remote work in Peru during the COVID-19 pandemic allowed us to establish the most relevant aspects that affected workers who migrated to this form of work.

Digital Transformation: Inevitable Change or Sizable Opportunity? The Strategic Role of HR Management in Industry 4.0

Background: The impact of technologies on workers has been a recurring theme in occupational health psychology. In particular, the sudden digital transformation of the last two decades, accelerated by the COVID-19 pandemic, has stressed the urgency to investigate new ways of working that are characterized by flexibility and a constant increase of autonomy. In this perspective, this study aims to investigate the state of the art of the innovation process in Italian factories, explore whether and how digitalization can be seen as an opportunity, and imagine a new way of working characterized by adaptability, resilience, and openness to change. Methods: Thirty in-depth interviews of Italian experts in HR management were collected and analyzed using a mix-method approach. Results: The findings underline the Italian HR experts’ perceptions of the risks associated with rapid changes required by technological progress in terms of workers’ wellbeing and satisfaction and suggest how important it is that organizations rapidly set up learning and training programs to guide workers to the acquisition of new skills required by Industry 4.0. Conclusions: Future workplaces will be characterized by extreme versatility, which requires workers to increasingly have both technical and soft skills as well as the ability to collaborate and build functional relationships.

What is holding back business process virtualization in the post-COVID-19 era? Based on process virtualization theory (PVT)

The post-pandemic COVID-19 has been influential in accelerating the digital transformation of enterprises and business process virtualization. However, in a virtual working environment with no physical interaction, the psychological requirements of the communication between teleworkers and the negative impact of information systems are hindering the business process virtualization. Studying the relationship between the interaction between organizational members and job performance is an important part of organizational psychology. For an enterprise to maintain high-efficiency output, it is necessary to study psychological factors related to business process virtualization. This paper verified the factors hindering business process virtualization based on process virtualization theory (PVT). The research was implemented on a sample of 343 teleworkers in China enterprises. The structure of the model of this study includes two aspects that hinder the business process virtualization: the psychological requirements of teleworkers (Sensory requirements, Synchronism requirements, and Relationship requirements) and the negative effects of information systems (Information overload and Communication overload). The results show that teleworkers' sensory requirements, synchronism requirements, and communication overload negatively impact business process virtualization. However, unlike the results in the existing literature, the relationship requirements and information overload do not affect the business process virtualization. The results will help business managers, teleworkers, and information system developers develop strategies to address the negative factors hindering business process virtualization. In the so-called new "normal era," our research will help companies to create a successful virtual work environment.

How Conditions and Resources Connected to Digital Management Systems and Remote Work Are Associated with Sustainable Work

The current state of work-life transformation will see more white-collar work being performed remotely using digital management systems. There is, however, a lack of research on factors and resources contributing to sustainable work when working remotely using digital management systems. The aim of this study was to study the conditions and resources connected to digital management systems and remote work, and their associations with sustainable work, in terms of process quality, trust, and sense of coherence, when working remotely during the COVID-19 pandemic. An analytical cross-sectional study was performed. Questionnaire data from white-collar employees (n = 484) in two private companies were analyzed with regression models, focusing on the importance of the conditions and resources connected to digital management systems and remote work, stratified by working from home or at the office. The results showed digital conditions and resources being associated with indicators of sustainable work. Furthermore, the results showed that social work relations were additional important explanatory factors for sustainable remote work. This study contributes to the development of a new post-pandemic work-life balance by concluding that sustainable remote work needs to be ensured by functional digital management systems and adequate leadership supporting the development of a positive team and learning climate.

Pandemic Imposed Remote Work Arrangements and Resultant Work-Life Integration, Future of Work and Role of Leaders—A Qualitative Study of Indian Millennial Workers

The unprecedented nature and scale of the COVID-19 pandemic resulted in mass lockdowns around the world, and millions of people were forced to work remotely for months, confined in their homes. Our study was aimed at understanding how pandemic-imposed remote work arrangements affected millennial workers in India. With signs of the pandemic slowing down, but with the likelihood of organizations retaining some of these work arrangements, the paper also explores how these are likely to affect the future of work, and the role that organizations and leaders have in managing the workforce in the ‘new normal’. The study follows an interpretivist paradigm and qualitative research approach using the narrative method as a key research strategy. The data was collected using in-depth interviews from Indian millennial respondents employed in both private and government sectors. The findings show a kind of work-life integration for the workers as a result of the pandemic-imposed remote work arrangements. This integration has been caused by four different types of issues that have also emerged as four major themes which have resulted in a further 10 sub-themes. The four major themes identified in this research are Managerial Issues, Work Issues, Logistical Issues, and Psychological Issues.

Strategies to manage working from home during the pandemic: the employee experience

Many Australian workers were mandated to work from home during the COVID-19 pandemic. Using a qualitative approach, this study aimed to identify optimal work from home management strategies, by analysing the experience of Australian employees working from home (WFH) during this time. A purposive sample, drawn from the Australian Employees Working from Home Study, of managers and non-managers from a range of sectors, was invited to participate in focus groups. Data were analysed using thematic analysis and mapped to the work-systems framework approach to determine strategies implemented to support WFH. Most participants' experiences were more negative than positive, in part due to extreme lockdowns including curfews, with childcare and school closures compounding their WFH experiences. Effective workplace-initiated strategies to optimise WFH included: management support of flexible work hours; provision of necessary equipment with ICT support; regular online communication; performance management adjustments; and manager training.

Is a Good Boss Always a Plus? LMX, Family–Work Conflict, and Remote Working Satisfaction during the COVID-19 Pandemic

This study investigated the relationships between leader–member exchange (LMX) and workers’ perceptions of family–work conflict (FWC) and between LMX and satisfaction with remote working (SRW). It also assessed the moderating effect of employees’ ability to cope (AC) with the work in the interaction between LMX and FWC. Using a cross-sectional design, this study tested a moderated mediation model using Model 7 of Macro “PROCESS” for SPSS. The study sample consisted of 455 employees engaged in remote working activities during the COVID-19 health emergency. Surprisingly, the results showed that LMX was positively associated with FWC, while the latter was negatively associated with SWR. There were neither direct nor indirect effects of LMX on SRW, but the moderation of the AC with work on the relationship between LMX and FWC was significant and negative. In particular, the results showed that, in workers who reported lower values of AC, the increase in the quality of LMX also corresponded to an increase in FWC. Conversely, in employees with very high AC, as LMX increased, FWC decreased. Good relationships with the boss in a new and challenging situation such as remote working during COVID-19 threatens employees’ well-being when accompanied by poor coping skills. This study sheds light on these mechanisms and opens new questions in the literature about family–work conflict and remote working.

Work-From-Home During COVID-19 Lockdown: When Employees' Well-Being and Creativity Depend on Their Psychological Profiles

With the COVID-19 pandemic, governments implemented successive lockdowns that forced employees to work from home (WFH) to contain the spread of the coronavirus. This crisis raises the question of the effects of mandatory work from home on employees' well-being and performance, and whether these effects are the same for all employees. In the present study, we examined whether working at home may be related to intensity, familiarity with WFH, employees' well-being (loneliness at work, stress, job satisfaction, and work engagement) and creativity ('subjective' and 'objective'). We also examined whether the psychological profile of employees, combining preference for solitude and associated personality variables from the Big Five, may influence the effects of WFH. The data were collected via an online survey from November 13th to December 15th 2020 among 946 employees from various organizations during the second lockdown in France. In addition to identifying two distinctive psychological profiles for employees having to WFH, results revealed that those with a "Solitary" profile reported higher loneliness at work, higher levels of stress, and lower levels of job satisfaction and work engagement than those with an "Affiliative" profile. It was also found that employees with a "Solitary" profile perceived themselves as less creative and produced objectively fewer ideas than individuals with an "Affiliative" profile. The present study suggests the necessity to distinguish the profiles of teleworkers and to offer a stronger support for the less affiliative employees when working from home.

The Role of Self-Efficacy, Work-Related Autonomy and Work-Family Conflict on Employee's Stress Level during Home-Based Remote Work in Germany

Home-based remote work becomes increasingly popular. The facets of remote work, especially working from home, are multifaceted and can become stressors that affect a person’s health. At the same time, self-efficacy is an important personal resource to deal with health-related stressors. The objective of this study is therefore to explore the relationship between self-efficacy (SE), work-related stress (WRS), health outcomes (health and anxiety), contributing factors (autonomy and experience) and work-family conflict (WFC) in a remote work setting. Using a PLS-model (partial least square) with a sample of n = 5163 responses, we found that SE significantly reduces WRS (β = −0.164; p < 0.001). Moreover, WFC increases WRS and anxiety, while SE reduces WFC and mediates health outcomes (anxiety: β = −0.065; p < 0.001; health: β = −0.048; p < 0.001). At the same time, autonomy (β = 0.260; p < 0.001) and experience (β = 0.215; p < 0.001) increase SE. Our results have high practical implications for employers and employees, underlining the importance of self-efficacy as a personal resource to buffer WRS and WFC while promoting overall health at the same time.

Telework and Face-to-Face Work during COVID-19 Confinement: The Predictive Factors of Work-Related Stress from a Holistic Point of View

This article explores the socio-labor conditions in which people worked during confinement, analyzing the predictors of work-related stress, according to work modality (face-to-face or teleworking), from a holistic and quantitative (n = 328) point of view. To identify predictors of stress, correlational analyses and multiple hierarchical regressions were conducted with individual, organizational, and societal variables. Furthermore, to analyze the possible modulating role of gender, caregiving, and the level of responsibility in organizations in the relationship between predictor variables and work stress, the macro process of Hayes was used. Our results show that work-family conflict and ruminative thoughts predict stress in both modalities. In teleworking modality, the hours dedicated to work predicted stress, and in face-to-face modality, safety measures and perceived economic threat (tendentially). Being in charge of persons moderated the relationship between ruminative thoughts and economic threat, and stress in face-to-face. Results are discussed by identifying good practices that can improve workplace risk prevention strategies.

COVID-19 and Stressful Adjustment to Work: A Long-Term Prospective Study About Homeworking for Bank Employees in Italy

The COVID-19 evolution has forced the massive introduction of homeworking (HW) for most employees in the initial stages of the pandemic and then return to work, mainly due to the vaccination campaign. These multiple abrupt adjustment demands in work may be a source of intense stress for office workers with consequences on wellbeing and the quality of life. This long-term prospective study aimed at investigating the effect of adaptation demands on a broad population of employees of a large Italian banking group in the job-related stress framework. We administered a web-based survey to 1,264 participants in Reopening after the first lockdown, from June to October 2020, at 841 subjects in Second Wave, corresponding to the rise of contagions from November 2020 to January 2021, and to 491 individuals in Vaccination Round, which ranged from February to June 2021. We assessed workaholism by using the Dutch Work Addiction Scale (DUWAS-10), work-family conflicting overlap by using the Work and Family Conflict Scale (WAFCS), and concern for back to work (BW) and for HW by specific questions. Higher WAFCS scores characterized Reopening and Vaccination Round while Second Wave had the highest level of concern for HW. Women and younger individuals showed the highest concern for BW, WAFCS, and DUWAS-10 scores regardless of the pandemic stage. HW days per week were related to more heightened concern for BW and lower concern for HW, DUWAS, and WAFCS scores. The number of children was related to lower Concern for BW and higher WAFCS scores in Reopening and Second Wave. Our data showed that massive adjustment demands in work and family routine represented a significant source of stress for employees, regardless of the different pandemic stages. The highest level of fatigue emerged in women and younger subjects. These results shed light on the need for a road map to promote a gradual and structured adjustment for workers and encourage organizations to consider homeworking as a valid stable alternative.