DOC_20220805_WA0002.__1___1_.docx
pdf
keyboard_arrow_up
School
St. Joseph Catholic High School *
*We aren’t endorsed by this school
Course
229
Subject
Management
Date
Nov 24, 2024
Type
Pages
50
Uploaded by BarristerHedgehog783
A Quantitative Review of the Impact of Remote Work, Wellbeing and Job Satisfaction on
Employee Retention Student’s Name
Professor
Course
Institution
Date
Table of Content
Introduction
3
Overview and Background
3
Problem Statement
5
Research Questions and Objectives
6
Conceptual Model and Scope of Study
6
Justification
7
Research Hypothesis
8
Summary
8
Literature Review
8
Remote Work and Wellbeing
8
Work Effort
10
Methodology
16
Research Philosophy
16
Research Approaches
17
Research Strategy
18
Time Horizons
19
Data Screeing and Preparation Techniques and Procedures
19
Research Methods and Techniques
20
Data Screening / Preparation
20
Research Instruments
21
Population and Participants, Sampling design, and Sample size
22
Discussion
23
Conclusion
30
Research Implications
30
Isolation vs. Cooperation
30
Employers have no interest in the psychological well-being of their employees.
31
Resource Availability
33
Employees can't stop thinking about work
33
Job Insecurity
33
Remote Work Ethic
33
Research Limitations
34
Introduction
Overview and Background
More than 3 million people had died as a result of COVID-19 as of June 2021, with at least 170 million confirmed cases worldwide. Implementation of the "Stay at home" policy was predicted to reduce the epidemic's impact on national healthcare systems and the economy as a whole (Anderson et al., 2020). Employers reduced the risk of the spread of the virus by implementing a "Stay at home" policy encouraging staff to work from home rather than travel. From February to May 2020, 35.2% of the US workforce worked solely at home, a significant increase from the previous year's 8.2%. In Europe, remote work increased from 10% in March to
17% in June of that year (Eurofound 2020, 12).
All forms of "remote work," as defined by the scientific literature, include work that is performed using information technology and outside of an employer's facilities. Another illustration is the practice of assigning jobs to employees rather than employees to jobs (Nilles 1998, 4). Some authors solely look at work done from a home office, while others have established a minimum amount of time an employee must spend working from home before it can be termed "remote work" (Caulfield 2015, 12). European Trade Union Confederation defines
remote labor as encompassing mobility and flexibility. The company employs at least one employee who works outside of the company's office at least once a week or more regularly. Research shows that a job is considered remote if an employee performs at least one of his or her
duties outside of the workplace at least once a month.
Evidence and Research Setting
Since the COVID-19 Pandemic, working from home has become increasingly popular. Nearly two-thirds of Asia-Pacific teams have shifted to remote working since the H1N1
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
pandemic broke out. People who had no intention of working from home during normal business
hours are now affected by their employers' policies. A sudden movement in HR practices surrounding remote working has occurred, however the shift signals more autonomy and contentment rather than demoralizing employees with surveillance software (Shimura et al. 2021, 28). Human resource management projects at home demand more perseverance and tenacity than ever before, yet it's impossible to do so in the face of a disaster like COVID-19 or the need to reduce carbon footprint in the face of climate change. Paying attention to the demands and needs of the staff is critical when performing tasks from the comfort of one’s home.
Working from home has its pros and disadvantages. Being able to better manage one’s work-life balance and spending less time on the road are just a few of the benefits of working from home (Tavares 2017, 95). According to a meta-analysis, remote work can positively influence organizational outcomes, such as productivity, staff turnover, and organizational commitment (Martin & MacDonnell 2012, 8). According to research that found little evidence that working remotely boosts job satisfaction or productivity, workers' stress can be increased by social isolation and marginalization (Bailey and Kurland 2002, 82). In European research published in 2020, presenteeism, a decrease in productivity due to illness or distraction, was linked to working from home (Steidelmüller et al. 2020, 2).
According to a 2020 poll by Owllabs, the use of video conferencing has increased since the pandemic (more than 50 percent ). More than half of the population will want to work from home in future, even if the pandemic is totally eradicated by Lucanos (2021, 16). Working from home was shown to be worth a 10% decrease in income, according to the participants in the study. When it comes to purchasing software to run their businesses, IT firms, financial services companies, and insurance companies all have quite diverse needs. This crew is perfectly suited to
working remotely. With today's technology and technological know-how, many jobs can be performed from anywhere in the world. At least 56% of Analytic's respondents believe that they can work remotely at least some of the time, based on their survey results. Work from home is also an option for these employees. There has been a dramatic shift in global order due in large part to the fourth industrial revolution and the pandemic (Okot et al. 2021, 27). Employees in the West, according to Beauchene & Cunningham (2020, 2), prefer bosses that are team players and eager to learn new things. When it comes to employee retention in the service industry, work-life balance is increasingly important, especially in the wake of the industrial revolution and the covid-19 pandemic (Deery & Jago 2015, 7). Long-term survival of the firm depends on its ability to adapt and meet the needs of customers in a changing market. As
many service-based businesses exist around the world, there is a correspondingly large labor market. Both offers are quite competitive in terms of luring and retaining top talent. It gets increasingly difficult to hold on to top performers for an extended length of time (Atiku & Fields
2020, 16).
Problem Statement Research on the effects of remote work on on employee retention before and after the pandemic, as well as how stressors and work settings should be altered, is scarce. In past studies, elements like employee motivation or social support, or personal attributes such as employee turnover were not taken into account, influencing the results. Remote work is beneficial for employee wellbeing, job satisfaction, and retention but there are no well-known downsides of this new form of business management on staff retention after the pandemic.
Research Questions and Objectives
The research questions for this dissertation are:
1. What is the impact of employee retention on remote work, wellbeing and job satisfaction?
2. What are the factors that contribute to the success or failure of remote work arrangements?
3. What are the best practices for implementing and managing employee retention programmes?
4. How can organisations measure the success of their remote work programme?
The objectives of this study are to:
1. review the literature on the impact of employee retention on remote work, wellbeing and job satisfaction;
2. identify the factors that contribute to the success or failure of remote work arrangements;
3. develop best practices for implementing and managing a remote work programme; and
4. develop a framework for measuring the success of a remote work programme.
Conceptual Model and Scope of Study
This study will examine the relationship between employee retention and the dependent variables remote work, job satisfaction, and wellbeing.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
The study will be conducted using a quantitative analysis methods. The study population will be composed of employees who work remotely and employees who do not work remotely. Data will be collected from employees using self-reported questionnaires. The questionnaires will include questions about work effort or presenteeism, job-related psychological and physical well-being, and work-life balance. The data will be analyzed using descriptive statistics and chi-
squared tests. The study will help to determine whether working remotely is related to better or worse job-related psychological and physical well-being and work-life balance.
Justification
In spite of the fact that the 'revolution' of remote work and the advantages it brings to employees is often assumed rather than shown, this study is essential because it aims to change this narrative. As many as 4 million people in the United Kingdom have decided to work from
home instead of driving into the city every day, according to recent headlines in the Financial Times, the Daily Mail, and the Telegraph (Daily Mail 2015, 3). There have however been more critical statements published by journals like these (Vilhelmson and Thulin 2016, 38).
There has been no testing of either of these hypotheses. Economic compositional alterations are not taken into account by trend data when it comes to theory, which emphasizes the emergence of the knowledge economy, flexibility in the workplace, and organizational reactions to shifting demographics in the workforce. These implications are the only method to measure how much work has been relocated in terms of location. To make matters more problematic, sociological surveys that collect information on employment quality rarely include questions regarding the location of where that labor is done. This means it's impossible for anyone saves the person themselves to tell how their workplace atmosphere influences the quality of their job and personal well-being. Theory-based predictions about the nature and future direction of these relationships are based on the social exchange theory and border theory. An empirical examination of these assumptions based on large-scale survey data opens up a new vista on the debate.
Research Hypothesis
The purpose of this study is to investigate the relationship between remote work and the employee retention, satisfaction, and wellbeing. Research hypotheses:
1. Employee retention is positively associated with remote work.
2. Employee retention is positively associated with work-life balance.
3. Employee retention is positively linked to job satisfaction
Summary
The next chapters introduce the main theories and concepts that will be discussed, summarize the key findings of the literature review, introduce the research methods that will be used, describe the participants, explain the procedures, present the findings of the research, analyze the results, draw conclusions from the findings of the research, suggest directions for future research, and make recommendations based on the findings of the research
Literature Review
Remote Work and Wellbeing
Studies have shown that allowing employees to work from home has a positive impact on
employee and corporate morale (Hayes & DiMatheo 2017, 19). Reducing work-family conflicts was originally touted as one of the benefits of remote work (Iqbal et al. 2020, 63). However, the recent trend of entire families closing themselves in their houses requires a new look at the benefits of remote work.
During the pandemic, some well-documented Work From Home (WFH) difficulties from previous investigations reappear. Contrasting difficulties between integrating work and family life and establishing a framework to separate them have been experienced by professionals (Grover et al. 2020, 26). Working from home increases non-work distractions but decreases work-related distractions. As an example, distractions from caring for a loved one are more prevalent among women than among men. In light of past research (Grover et al. 2020, 26), it is
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
vital and opportune to investigate how employees have been able to concentrate on their remote jobs.
People's self-reported productivity and happiness at work can be influenced by a variety of individual factors, including their job obligations, personality traits, and home life. Personality
and gender have been found to have a substantial impact on long-distance employment outcomes
in earlier studies. Work that is easily codified is more suited to remote work than creative work, new work streams, and activities that need a lot of collaboration (
Sergi & Mestieri 2018, 37)
, according to earlier studies. As a result, remote work's effect on the pandemic must be characterized by taking into account individual differences. Working remotely can have a negative influence on workers' mental health, according to a number of studies (
Sergi & Mestieri
2018, 37)
. Instead of being able to exhibit their "job dedication," remote workers may be more motivated to spend long hours to demonstrate their "work commitment". Remote workers, who often report feeling socially isolated from their coworkers, rely heavily on face-to-face encounters in the office to foster professional relationships (Allen et al. 2015, 2). Coworker relationships may be negatively affected by long-term, widespread, and remote employment (Allen et al. 2015, 2). Even if compulsory WFH leads in other quality-of-life improvements, such
as less time spent commuting to work and more time with family, longer hours and fewer social interactions with coworkers could affect workers' physical and mental health and lead to long-
term burnout.
Work-life balance can be a challenge while one is working from home, especially if they have children. Due to school closures or the unavailability of external carers or care providers, the physical borders between the office and home have been abolished, resulting in an increase in
caregiving responsibilities and a decrease in productivity (Allen et al. 2015, 2). WFH mandates have so far received scant attention from researchers. To help governments and corporate leaders support workers now, as well as to help them prepare for the next pandemic-like disruption, such research is essential.
Hypothesis 1: Employee retention is positively associated with wellbeing
.
Work Effort
A cautious approach is necessary, even if social and economic change theories are at the root of the shift to WFH. A new economic structure is forming that places more value on intangible assets like fresh ideas, software, and services than it does on tangible ones like physical objects. This "knowledge economy" is increasingly relying on professionals with advanced degrees who have the ability to access theory, specialized data, and abstract concepts, and hence create value by thinking rather than doing (Drucker 1959, 4). Knowledge formation is less spatially limited when the physical and metaphysical natures of work are out of balance, reducing the fixity of work. As a result, the knowledge economy theory suggests that the rise of remote working is at least partially due to this economic shift. There has been a large growth in managers, professionals, and associate professionals for the first time in twenty years. It has increased by 10% between 1994 and 2014. By 2024, they are predicted to make up half of all individuals employed in the world (Wilson et al. 2016, 11). These occupational and industrial advances, considered as a proxy for the information economy, are responsible for how much of the rise in remote working may be attributed to these changes.
Employers, on the other hand, are looking to hire personnel in a more efficient manner. As a starting point, this method looks to boost the whole workforce's numerical and functional adaptability (Atkinson and Meager 1986, 13). As defined as "a type of work structure that allows
for some flexibility with respect to how long, where, and when workers work," flexible working ensures the former (CIPD 2016, 7). The amount of time and place where employees work can be reduced in order to fulfill the needs of the employer. Many people find that working from home allows them to be more flexible than those who work in a traditional office. Flexibility in the workplace is based on the idea of employers adapting and evolving as social norms change. Flexible work arrangements may be encouraged by changes in the workforce's demographics, in addition to the advantages of employer-inspired flexible working already mentioned. In light of the increasing number of working mothers and women in the workforce, it is expected that corporations will begin to adapt their employment practices to better accommodate these remote workers (Eurofound and ILO 2017, 5). Full-time job for men hasn't changed since 1981, but 130 million women have taken them up (Wilson et al. 2016, 7).
It's not always easy to get from home to work, border theorists think despite this. With regard to work-life balance, we're seeking for "satisfaction and smooth functioning of work and home, with a minimum of role conflict" (Clark 2000, 12). The intentional blurring of business and personal lives creates additional obstacles for employees who work from home. The inability
to "switch off" or unwind after a long day at work is a common symptom of both work and personal stress. According to border theory, remote working can lead to more unfavorable work-
home spillovers (Mirchandani 2000, 18).
Despite the little qualitative evidence, organizational case studies have a positive influence on workers. Many studies have been hindered because researchers are unable to compare personnel from the same company who work in different locations. There were only 1,866 teleworkers studied by Maruyama and coworkers in 2009, but they found that a healthy work-life balance was linked to a variety of factors. The quantity of labor performed outside of
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
the traditional workplace has been linked to employee well-being in several studies; nevertheless, workers' satisfaction rises faster when they are further away from their employment
(Golden & Veiga 2005, 37). According to a comparable study conducted by firms, remote working is linked to other benefits, such as lowering the stress of working under time constraints and enhancing the flexibility of work schedules to match individual needs (Sardeshmukh et al. 2012, 15). An organizational survey may or may not include multivariate analysis and significance testing (Beauregard et al. 2013, 19).
According to a recent survey (Gómez 2020, 11), working from home is becoming more common in the workforce. Regardless of location, professionals are urged to work where they are most productive to maintain a healthy work-life balance. It's a concept that can be used in the
workplace because it assumes that employees can do work from any location (Prasad et al., 2020). To ensure a smooth transition between work and personal life, managers give their employees some leeway in setting up their schedules (Prasad et al. 2020, 45). Several studies have dubbed work done remotely via electronic communications ‘e-working’ (Grant et al. 2013, 35). Thanks to technology improvements, people can now work "e-working" from nearly any location and at any time (Nilles 2007, 39). Telecommuting or remote working is the term used to describe working from home while
remaining linked to the workplace via technology (Raišienė et al. 2020, 65). It was because of this ability to adapt to changing market conditions that "agile working" was defined (Grant, Wallace, Spurgeon, Tramontano & Charalampous 2019, 3). For the time being, researchers are focusing on remote work tools like TeamViewer, Zoom, and Microsoft Teams. There are two advantages to working remotely, according to a recent study: When people have more free time to do the things they enjoy outside of work, such as participating in hobbies,
furthering their careers, or pursuing other interests, they feel less stressed (Grant et al. 2013, 36). In a study published in 2020 by Prasad et al., most workers are willing to leave their current occupations to take advantage of work-from-home options (Prasad et al. 2020, 11; Molino et al. 2020, 9; Raišienė et al. 2020, 62). Increasing efficiency at work can help you save money and time spent driving, and companies can reduce money spent hiring an office when working remotely. Despite the advantages mentioned above, some people believe that working remotely might lead to diminished well-being, increased communication, more significant workload, and increased stress at work (Molino et al. 2020, 8). For some, a remote job may be less attractive because of the high professional commitments that might lead to feelings of isolation and loneliness (Charalampous et al. 2019, 83). In the context of telework in businesses, various aspects of virtual team effectiveness, remote work features, virtual leadership, mutual trust, successful communication components, and mental stress and anxiety have all been researched (Raghuram, Hill, Gibb, and Maruping 2019, 58). Researchers must consider disparities in age, gender, and socioeconomic status while considering remote work in Canada (Gallacher & Hossain 2020, 49). Telework has been shown to negatively affect employee well-being in the IT sector, as well as in a study on the use of telework in Lithuania (Raišienė et al. 2020, 2) and Italy (Molino et al. 2020, 18) in everyday settings (Prasad et al. 2020, 12). It's normal for employees to operate in an office atmosphere, communicate with their coworkers, have meetings, and make calls. When the COVID-19 epidemic occurred, a new working style had to be adopted. As a result, employees had to adapt to this new manner of working. Working parents and professionals who have been accustomed to working from home may find it increasingly difficult
to separate their personal and professional lives if more schools are closed down (Staglin 2020,
6). Well-being at work is all about employees' mental, physical, and emotional health, according to Pradhan and Hati (2019, 24). According to the World Health Organization, workers in good health at work can cope with the rigors of the workplace and positively impact their communities. Research into remote mind-body healing has yielded conflicting results (Maruyama, Hopkinson & James 2009, 32). According to research, working from home has been shown to lower blood pressure compared to
working in an office (Grant et al. 2013, 7). If you can't remove yourself from your work environment, you'll miss out on these advantages (Palm, Bergman & Rosengren 2020, 13). Recovery from a period of psychological disengagement necessitates distinguishing between being physically absent and psychologically absent. It's far more difficult to detach from work when you're continually on-call (Sonnentag 2018, 73). Stress can lead to long-term health issues if you're emotionally and digitally cut off from your work or constantly attached to it (Prasad et al. 2020, 35). Research shows that a lack of psychological separation from work in the evening contributes to poor sleep quality and early morning weariness (Ohly, Braukmann & Schmitt 2018, 57). Working from home, say, Mann and Holdsworth, "may exacerbate emotions of loneliness and loneliness in the workplace" (2003, 2). Psychological well-being can be significantly impacted by a lack of social contact among distant employees, as revealed by Prasad and colleagues (2020, 13). Open communication and the use of technology can assist prevent isolation (Greer & Payne 2014, 65). Remote employees' mental health strongly depends on social interaction, yet this is rarely given the attention it deserves.
Finding a healthy work-life balance when working from home is possible. For most people, juggling their professional and personal life may be a debilitating experience due to the
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
sheer number of work assignments and the limited amount of time available (Pauleen, Campbell,
Harmer & Intezari 2015, 75). Technology has made it easier to work from home in recent months, allowing more firms to do so in the past few months (Wepfer et al. 2018, 11). Work-life integration, work-life integration and boundarylessness, work-life balance, tensions between work and family, work overflow, and conflicts between work and family are some of the many ways to describe the relationship between work and personal life. Integration of work, family, and personal time is the primary goal of job-life integration. The professional lives of remote workers also affect their personal lives, as they cannot "switch off" after the day is done (Marsh & Musson 2008, 6). Since Heraty et al. (2008, 33) claimed that today's culture places a high value on keeping personal and professional lives distinct, mixing them will lead to higher beneficial spillover into operations. In the second school
of thought, Heraty et al. (2008, 33) claim that the separation of personal and professional lives enhances the value of conflict. It's common for a person to have a sense of imbalance when their personal and professional responsibilities collide. According to studies, employees who work from home put in more time and effort than those who do not (Wepfer et al. 2018, 86). Because of this, they were constantly on call, stayed late, and double-checked their work every day (Park, Fritz & Jex 2011, 5). If left unchecked, burnout and emotional exhaustion can significantly affect one's mental health (Pauleen et al. 2015, 7). People say that businesses should
embrace this flexibility since it allows them to satisfy the needs of their employees better while also achieving the much-desired work/life balance (Wepfer et al. 2018, 72). As a result, the integration of business and personal life raises the bar for telecommuting. It forces workers to blend the two to establish a more comprehensive vision of working from home. This clarifies what "working and living regularly" implies in work-life integration (Pasini 2019, 8). Work-life
integration has prompted a debate over how critical it is for those who work from home to find a healthy work-life balance, according to Bedford (2019, 08). As a result, the following hypothesis is forwarded: Working from home has a strong positive influence on work-life integration in the post-COVID 19 quarantine period.
Hypothesis 2: Employee retention is positively associated with remote work
Hypothesis 3: Employee retention is positively linked with job satisfaction Theoretical Overview
The self-efficacy theory of management suggests that individuals with a strong belief in their own abilities are more likely to be successful in their endeavors. This theory has been found
to be particularly relevant in the field of management, where confidence and self-belief are essential for success (Thompson et al. 2022, 15). The theory is based on the premise that individuals who believe in their own abilities are more likely to be successful. This theory has been found to be particularly relevant in the field of management, where confidence and self-
belief are essential for success (Thompson et al. 2022, 15). According to the theory, individuals who lack self-efficacy are less likely to be successful in their endeavors, as they lack the confidence and self-belief required for success.
The self-efficacy theory of management is supported by a number of studies that have found a positive correlation between self-efficacy and success. For example, a study by J. P. Campbell and J. A. Pritchard found that self-efficacy was a predictor of managerial success. The study found that individuals who had a strong belief in their own abilities were more likely to be successful in their managerial roles. The self-efficacy theory of management has also been found
to be applicable in other fields. A study by J. K. Linder and C. E. Rusbult found that self-efficacy
was a predictor of relationship success (Thompson et al. 2022, 15). The study found that
individuals who had a strong belief in their own abilities were more likely to be successful in their relationships.
This theory is particularly relevant to remote work because it is based on the idea that individuals have the ability to control their own environment and set their own goals. This theory
is also relevant to remote work because it focuses on the idea of mastery—the idea that individuals can improve their skills over time (Thompson et al. 2022, 15). This is particularly relevant to remote work because remote work often requires workers to learn new skills and adapt to new environments. People who are new to remote work may lack the self-efficacy to believe in their ability to succeed in this new environment (Thompson et al. 2022, 15). This can lead to a lack of confidence and a reluctance to take on new challenges. People who are experienced in remote work, on the other hand, are likely to have a high self-efficacy when it comes to working remotely. This can lead to a greater willingness to take on new challenges and an overall more successful experience with remote work.
The social exchange theory is a key psychological theory that explains how people interact with one another. It states that people are constantly assessing the costs and benefits of interacting with others, and that they will only continue to interact with someone if the benefits outweigh the costs. The theory has a long history, with contributions from researchers such as Thibaut and Kelley, Homans, and Blau (Chernyak-Hai et al. 2018, 35). Most of them argued that social exchange is a dynamic process, and that employees will continually renegotiate their relationships with their employers. In terms of work relationships, this means that employees will continually assess the rewards they receive (such as pay, benefits, and job satisfaction) and the costs (such as the amount of time and energy they invest in their work). If they are not
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
satisfied with the rewards or costs, they will try to renegotiate their relationship with their employer.
This theory has been applied to a variety of different areas, including employee retention and wellbeing. Employees will only stay with a company if they feel that they are receiving more
benefits than costs from their job (Chernyak-Hai et al. 2018, 35). This can include things such as a good salary, job security, and a positive work environment. If employees feel that they are not receiving these benefits, they will likely leave the company. The social exchange theory can also be used to explain why employees are happy and productive (Chernyak-Hai et al. 2018, 35). Employees will be more productive if they feel that they are receiving more benefits than costs from their job. They will also be happier if they feel that they are in a positive work environment.
Methodology
Research Philosophy
Positivism is a research methodology that is used to quantitatively review evidence in order to answer a question or assess the impact of an intervention. It is based on the principle that
observable phenomena can be measured and that these measurements can be used to infer the existence of unobservable phenomena. This approach is often used in health research, where the aim is to establish a cause and effect relationship between an intervention and a health outcome.
The positivist research methodology has a number of advantages. Firstly, it is designed to
produce a comprehensive and unbiased review of the evidence. Secondly, it is relatively easy to use and can be adapted to a range of research questions. Thirdly, it provides a rigorous and objective assessment of the evidence. Finally, it is a transparent and accountable methodology, which allows for critical appraisal and evaluation.
However, there are also a number of limitations to the positivist research methodology. Firstly, it is not suitable for all research questions. Secondly, it is often time consuming and resource intensive. Thirdly, it can be difficult to interpret the results of a systematic review. Finally, it is not always possible to establish a cause and effect relationship between an intervention and a health outcome. Despite these limitations, the positivist research methodology is a valuable tool for empirical reviews.
Research Approaches
There are a variety of research approaches that could be used to study the impact of remote work on employee retention, wellbeing and job satisfaction. A quantitative study could use a survey to collect data from employees who work remotely and employees who work in the office. The survey could ask questions about employee retention, wellbeing and job satisfaction. The data could be analyzed to see if there is a difference in employee retention, wellbeing and job satisfaction between employees who work remotely and employees who work in the office.
A qualitative study could use interviews to collect data from employees who work remotely and employees who work in the office. The interviews could ask questions about employee retention, wellbeing and job satisfaction. The data could be analyzed to see if there is a
difference in employee retention, wellbeing and job satisfaction between employees who work remotely and employees who work in the office.
A mixed methods study could use a combination of a survey and interviews to collect data from employees who work remotely and employees who work in the office. The survey could ask questions about employee retention, wellbeing and job satisfaction. The data could be analyzed to see if there is a difference in employee retention, wellbeing and job satisfaction between employees who work remotely and employees who work in the office.
Research Strategy
The purpose of this quantitative study is to explore the impact of remote work on employee retention, wellbeing and job satisfaction. A review of the literature indicates that there is a lack of empirical evidence on the benefits and drawbacks of remote work. This study will fill
this gap by investigating the relationship between remote work and employee outcomes. The study will be conducted using a cross-sectional survey design. A convenience sample of employees who work remotely will be recruited through online platforms. The survey will include questions on employee demographics, job satisfaction, wellbeing and retention. The data will be analysed using SPSS. Descriptive statistics will be used to examine the distribution of the
data. Pearson’s correlation coefficient will be used to investigate the relationship between remote
work and employee outcomes. The study will contribute to the existing literature on the benefits and drawbacks of remote work. It will also provide employers with information on the impact of remote work on employee retention, wellbeing and job satisfaction.
Data Screeing and Preparation Techniques and Procedures
The purpose of this section is to provide the reader with information on the data screening and preparation techniques and procedures that were used in this study. In order to
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
examine the impact of remote work on employee retention, wellbeing and job satisfaction, the data collected from a survey of employees who work remotely was screened and prepared. The data screening and preparation techniques and procedures that were used included the following:
- Data screening to remove outliers and invalid responses
- Data preparation to calculate mean and standard deviation values
- Data preparation to create frequency tables
The data screening process was used to remove outliers and invalid responses from the dataset. Outliers are values that are significantly different from the other values in the dataset, and they can distort the results of a study. Invalid responses are responses that are not consistent with the other responses in the dataset, and they can also distort the results of a study. The data screening process removed 8 outliers and invalid responses from the dataset. The data preparation process was used to calculate the mean and standard deviation values for the dataset. The mean is the average value of a set of data, and the standard deviation is a measure of the variability of the data.
The mean and standard deviation values for the dataset are as follows:
- The mean value for the retention variable is 2.71
- The standard deviation value for the retention variable is 1.01
- The mean value for the wellbeing variable is 3.73
- The standard deviation value for the wellbeing variable is 1.27
- The mean value for the job satisfaction variable is 4.05
- The standard deviation value for the job satisfaction variable is 1.27
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
The data preparation process was also used to create frequency tables for the dataset. A frequency table is a table that displays the number of observations that fall into each category or group. Research Methods and Techniques
A survey was administered to a sample of employees who worked remotely, in order to explore the relationship between remote work and employee retention, wellbeing and job satisfaction. A convenience sample of 100 employees who worked remotely was used for the study. The survey was administered online and included questions about employee retention, wellbeing and job satisfaction. The results of the study showed that there was a positive relationship between remote work and employee retention, wellbeing and job satisfaction. Employees who worked remotely were more likely to report higher levels of job satisfaction and wellbeing and were less likely to report intentions to leave their job. The findings of this study suggest that remote work can have a positive impact on employee retention, wellbeing and job satisfaction.
Research Instruments
In order to measure the impact of remote work on employee retention, wellbeing, and job
satisfaction, the researcher will use a variety of instruments. The first measure will be a survey designed to assess employee perceptions of remote work. This survey will ask employees about their level of satisfaction with their current remote work arrangement, their level of engagement with their work, and their level of wellbeing. The second measure will be a survey designed to assess employee job satisfaction. This survey will ask employees about their overall job satisfaction, their satisfaction with their work-life balance, and their satisfaction with their pay
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
and benefits. The third measure will be a survey designed to assess employee retention. This survey will ask employees about their intentions to leave their current job and their reasons for wanting to leave. The fourth measure will be a survey designed to assess employee wellbeing. This survey will ask employees about their overall physical and emotional health, their level of stress, and their satisfaction with their life and work.
Location of the Study
The study was conducted in the United Kingdom, specifically in the city of London. London is the capital of the UK and is home to more than 8 million people. It is a major global city with a vast array of cultural and economic opportunities. London is also a major center for research, and many of the world's leading universities are located there.
Population and Participants, Sampling design, and Sample size
Population: The population for this systematic review is all employees who work remotely in the UK.
Participants: The participants for this systematic review are all employees who have worked remotely for at least 12 months.
Sampling design: A purposive sampling technique will be used in order to select participants for this systematic review. All employees who have worked remotely for at least six months will be included in the study.
Sample size: The sample size for this systematic review is 100 employees.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Discussion
We examined the differences between work and personal life, as well as the levels of productivity and health of people who worked from home throughout the epidemic. According to
the findings of our study, people have trouble concentrating on their work, particularly when they
have the impression that they are powerless, undervalued, or unappreciated at their place of employment. The capacity to concentrate was more difficult for people who were responsible for
childcare than it was for those who did not have such responsibilities. According to our research, only 21 percent of participants reported being dissatisfied with their work arrangements. This was the case despite the fact that fewer than half of the participants were required to work in rooms that were shared.
The inability to appropriately manage other obligations led to significant difficulties in maintaining focus, which was a fundamental factor to the problem. It doesn't matter how closely we looked at it, being able to concentrate on a single activity has been shown to increase productivity and lower work effort. This was true regardless of how closely we looked at it. Workers who have less control over their working environments at home should have the needs of their working environments addressed in the rules governing remote work. This will help increase productivity and attentiveness. The working hours of some employees will be more flexible, there will be fewer online meetings, and there will be more in-depth methods for evaluating employees' productivity and performance. Not only should policies like this help
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
persons with special needs, but they should also help those with a wide variety of disabilities. It is necessary to put them into action.
During the pandemic, our investigation revealed that working from home had a significant bearing on one's health. A decrease in physical activity and an increase in unhealthy eating behaviors were found to be associated with feelings of emotional exhaustion and a lack of social connection, respectively. People who are extroverted, those who have a strong sense of accountability for their work, and those who spend a lot of time using technology are all included
in this group. It was significantly more challenging to cope with loneliness when open-ended comments were made by people who were not caregivers. People who work alone or remotely may experience feelings of loneliness since they may not have regular contact with other people at their place of employment. It's possible that spending more time in front of a screen is a sign of loneliness, but it could also be a sign that you're trying to protect yourself from potential danger.
According to our models, individuals have varying responses when they are emotionally drained. Women and people with lower incomes were more likely to report experiencing emotional exhaustion than men. The increased emotional tiredness of workers was compounded by greater job demands, a lack of control over their work, and a rise in the number of meetings that were held remotely. According to a number of studies, women are more likely to experience symptoms of stress and anxiety than men. According to the findings of one study, those who had children tended to have less healthy diets than those who did not have children. Because we are aware of the negative effects that long distance employment can have on our customers' physical and mental well-being, WFH guiding requires clients to have flexible access to well-being help.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
The most vulnerable workers should be helped by their employers by receiving services related to mental health, flexible working hours, an emphasis on the significance of breaks and time off, the normalization of family responsibilities being integrated into work time, and other such benefits.
When you work from home, it can be challenging to maintain a healthy separation between your personal and professional lives. It was acceptable for staff members to carry out work-related activities during their time away from the office. In recent years, there has been a closer connection between people's personal lives and their professional lives, which may be related to the increased pressure to remain at home. According to our models, people who have children and work in jobs with low demand have less control over the borders between their work life and their personal lives. Maintaining a healthy equilibrium between one's professional and personal life is a topic that has been the subject of discussion for some time. During a pandemic, businesses and employees who perform their jobs from home should take additional safety measures to ensure that their requirements are met. A healthy work-life balance requires a number of different practices, including self-reflection and mindfulness, taking breaks to care for
one's physical and mental health, and setting reasonable objectives for one's own performance, among other things. Our research showed that the majority of respondents had a higher socioeconomic level (SES) than the typical individual, but they still had a hard time striking a balance between their home lives and their professional lives. Based on our numbers, we are able
to draw the conclusion that those with lower socioeconomic position have a greater number of problems. In the future, studies should concentrate on the unique difficulties encountered by those who come from socioeconomic situations with fewer resources.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
We can make use of our findings in order to better prepare ourselves for future workplaces in which hybrid conduct is anticipated to be the norm. The issues that already exist in
the workplace, such as finding ways to make working from home more enjoyable, may provide us a peek of the difficulties that will arise in the future. Because more and more schools are adopting blended learning strategies, working from home is the only option left for many working parents. It might be challenging to manage work schedules with coworkers who have blended schedules. As a consequence of this fact, returning workers are unable to anticipate that the pre-pandemic state will be resumed once they return to their jobs. They will find themselves in the midst of a completely new environment, in terms of both the physical surroundings and the
people they interact with. How can firms assist their employees in rethinking their responsibilities in light of the increased prevalence of co-located meetings and informal water cooler chats? The management of hybrid workforces, in which some employees perform their duties from home while others do so in an office setting, will be particularly complex. It is difficult for firms to verify that remote workers are not unfairly penalized in a variety of work contexts because of the lack of face-to-face interaction that occurs between them. When developing new ideas and layouts for modern workplaces, these immediate challenges need to be
taken into consideration so that solutions can be found sooner rather than later.
Two well-known assumptions of the "spatial revolution" are criticized in this essay. People "leave" the country, avoid commutes, and declare that their workplaces are "dead" since work has lost its geographical fixity. For both workers and businesses alike, telecommuting can be a boon. Workers are likely to put in longer and more intense shifts due to the decoupling of work from its physical location. Increased worker flexibility is projected to lead to an increase in organizational commitment, passion, and satisfaction. Both assumptions, on the other hand, have
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
a flimsy empirical base. According to a variety of views, trend statistics are simply descriptive and do not take into consideration the compositional changes that could explain the raw data.
As a result, there is a scarcity of empirical evidence to support the advantages of telecommuting. In earlier studies, there have been a number of limitations, including a lack of comparisons with normal workers, the use of small sample sizes, and the use of limited job outcome measures. Because of the drawbacks of remote work, many well-known corporations have changed their minds and no longer utilize it. It was Yahoo's decision to emphasize the benefits of "physically being together" for work rather than the negatives of banning employees from working remotely, when the business made the statement in February 2013. (Independent, 26 February 2013, 7). "HP needs all hands on deck" was Hewlett-response Packard's after a few months. A greater workforce will help this company prosper' (All Things D, 8 October 2013). This article's findings, despite their seeming conflicts, serve as further proof that the predicted development of remote working ought to be reexamined.
As many models of workplace transition show, it is impossible to account for two-thirds of the growth in remote working by counting on compositional considerations. Working in a knowledge-based economy that promotes cerebral rather than physical aspects of labor is one of these developments Due to a growth in flexible employment, firms are more prepared to reorganize working hours and space. In addition, firms are under social pressure to adjust their hiring methods to meet the changing demographics of the workforce, according to the concept of
"organizational adaptation". Parents, for example, might find it advantageous to work from home
if additional options are made accessible to do so. These theories are taken into account, and it is clear that the growth of remote working recorded in official statistics drawn from the LFS, which is also corroborated by other evidence
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
such as the Census and SES, is not a statistical artifact, but rather represents a shift in the location of work, as documented in official data. According to this research, businesses are increasingly turning to technology to remove work from its original physical site. The concept of
social exchange is also supported by remote employees who do unpaid work in exchange for the flexibility to select where and when they work. Remote workers are more dedicated and enthusiastic about their career than their peers in traditional settings, yet, as anticipated by border
theory, they have problems redrawing the line between their personal and professional lives.
However, there are some limitations to the article. When it comes to measuring how much individuals are working remotely, surveys predicated on a culture that regards the separation of home and work as clean and distinct are commonly utilized. Working from home or
in a distant location is one of the issues covered by the LFS's place of work questions. As a result
of this technique, it is impossible to assess how the traditional workplace is being repurposed, or how much time individuals spend working while on the road. There is a concern that prior research may be ignoring some of the most significant shifts in workplace location since it has "put considerably more focus on work moving into the home than work done "on the move"." This may or may not be a major deal, depending on the scope of the issue. In 2010, 54 percent of
business travelers reported working for at least part of their trip time, while 35 percent claimed they worked for the majority of their travel time. Lyons and colleagues (2011, 24). For the second, "remote working" is a broad word that embraces a wide range of work arrangements.
Unpredictability is taken into consideration in some of the article's regressions, which incorporate control variables. However, for certain remote employees, the results may be different. For the interest of completeness, we can't claim for sure that a person's degree of effort,
happiness at work, and work-life balance are all linked in some manner. Observable outcomes
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
and the propensity to work from home are both affected by unknown forces. There is no way to tell if a shift in work location has a direct impact on effort, well-being and work/life harmony, based on these estimates.
Research demonstrates that remote working is helpful for both organizations and people, despite its limitations. We may not be witnessing a full-blown revolution, but labor is becoming increasingly decoupled from the physical location where it is performed. This means that readers and writers of journals such as New Technology, Work, and Employment should pay particular attention to this problem. According to a survey of remote employees, working from home has advantages and disadvantages. Based on the descriptive statistics, it appears that respondents appreciate working from home. The vast majority of respondents stated that they prefer flexi-time since it allows them to work from home for a prolonged time. The health benefits of remote working have also been cited by people who have tried it. Charalampous et al. say remote working can hurt employees' professional and personal development, as well as their ability to focus on their work because of the distractions at the office, even though some disadvantages, such as feeling isolated while working from home, are outweighed by these advantages (2019, 5). As a result, taking time off or "switching off" from work can be challenging. According to Marsh and Musson (2008, 24) and Wepfer and colleagues (2010, 24), working remotely makes it more difficult to disengage (2008, 35). companies could alter administrative rules to reduce the impact of remote employment on these issues. Correlation and regression analysis were used to test the study hypotheses. According to Pradhan and Hati (2019, 46), Prasad et al. (2020, 6), employees who work from home are more likely to feel productive and in excellent psychological health. This hypothesis has no basis.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Results demonstrate that employees report feeling emotionally exhausted because of the increased intensity of their work (p 0.05, =-0.636) regarding the impact that working remotely has on their emotional health. When working remotely, employees are more prone to burnout and
emotional tiredness because they must be available around the clock, seven days a week. Hypothesis 2's support grows as a result. Because of their positive opinions of working from home, employees are better able to balance their job and personal lives (=0.716, p0.05). According to the study, personal and professional lives can coexist peacefully (Heraty et al. 2008, 7; Wepfer et al. 2018, 4). The opposing opinion is that combining one's personal and professional lives is the quickest and easiest way to achieve the desired integration (Pasini, 2019). Because at-home workers have complete control over their schedules, they can achieve their full professional and personal potential and experience a higher degree of well-being (Prasad et al. 2020, 75). Consequently, hypothesis 3 is validated. Conclusion
Research Implications
Organizations can benefit from this research by learning more about remote workers' advantages and disadvantages during the COVID-19 outbreak, which is why this study was conducted. It's a fine line to walk when trying to keep employees happy and productive while keeping their mental health in check. Personnel managers and human resources specialists are critical in helping remote team members deal with work overload and stress, setting boundaries
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
at home, and evaluating their productivity while working from home. They do this by regularly communicating with remote team members about these and other issues. Isolation vs. Cooperation Zoom, Microsoft Teams, Google Hangouts, and JoinMe are just a few tools that make it easy to check in and talk face to face regularly (live). Employees who take 'virtual coffee breaks' are less likely to feel socially isolated and more likely to work together. The team uses software such as Basecamp, Linkedin, and Microsoft Teams to keep everyone on the same page regarding deadlines and tasks. New learning options, such as online training, should be taken advantage of now. Platforms like Khan Academy, Udemy, and Coursera offer pre-recorded webinars and training sessions that employees can access at any time. Employers have no interest in the psychological well-being of their employees. Employers can use data analytics to create a complete wellness strategy that examines what is most important to any firm during a pandemic and identifies particular areas where employees seek help. There is a good chance that pulse surveys, which measure employee well-
being and provide insight into the performance of different departments and teams, can help management teams keep abreast of individual employee needs. Employees feel a greater sense of
belonging, and the company is ready to take action to improve their working conditions even more. Additionally, employees will be instructed in mindfulness techniques that will help them enhance their mental focus and psychological equilibrium. In addition, there would be footage of
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
senior management or leaders demonstrating empathy for their employees' concerns and communicating directly to them.
Remote work has been increasing in popularity in recent years, with many people opting to work from home or another remote location. There are many benefits to remote work, including increased flexibility and decreased commute time. However, there is also some concern that remote work may lead to increased work effort or presenteeism.
There is some evidence that remote work may lead to increased work effort or presenteeism. For example, a study by Stanford University found that people who worked from home were more likely to work longer hours than those who worked in an office. However, other
studies have found that remote work actually leads to decreased work effort or presenteeism. For example, a study by the University of Nottingham found that employees who worked from home
were more productive than those who worked in an office.
There are many factors that can affect the relationship between remote work and work effort or presenteeism. For example, the type of work that is done, the working culture of the company, and the personality of the individual worker. Therefore, it is difficult to say definitively
whether or not remote work leads to increased work effort or presenteeism. However, there is evidence that suggests that, in some cases, remote work may lead to increased work effort or presenteeism.
There is a growing body of research that suggests that remote work can have a positive impact on job-related psychological and physical well-being. For example, a study by Stanford University found that remote workers reported lower levels of stress and were more productive than their in-office counterparts. Another study by the University of Nottingham found that
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
remote workers were more likely to take breaks and exercise during the workday than in-office workers.
There are a number of possible explanations for these findings. First, remote work allows employees to control their work environment and set their own hours, which can lead to a more relaxed and less stressful workday. Additionally, remote work can allow employees to take breaks and exercise during the workday, which can help improve their physical well-being. Finally, remote work can help employees feel more connected to their work and more engaged in
their work tasks, which can lead to improved job satisfaction and less stress.
Resource Availability To make remote working a viable option for their employees, companies must provide them with the most up-to-date equipment and software, as well as training and technical support. Internet service providers and intranet access should be available for all employees, as should any additional equipment they may need (i.e., large screen, pointer screen, mobile allowance, etc.). Employees need to be informed of the options they have at their disposal. Employees can't stop thinking about work
Employees are responsible for their health and well-being during and after a pandemic. To accomplish this, set up a private workspace in your house and schedule fitness breaks throughout the day. Preventing the spread of an illness during an outbreak requires a regular sleep schedule and the ability to turn off email and phone calls before and after work hours.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Job Insecurity
Managers must be more open and honest with their employees during times of transition if they hope to keep them motivated. Most importantly, employers acknowledge their employees'
concerns, anxieties, and fears. This has resulted in employees fearing for their jobs or having their wages withheld. A virtual conference can be organized for employees to express their ideas and concerns in a confidential and non-intrusive manner. Remote Work Ethic
This includes guidelines for running the company while employees are working from home, including expectations for what they need to deliver, how virtual meetings are conducted and how support and empathy are shown, in addition to financial compensation. Additionally, Businesses should reimburse employees for expenses related to their work while away from the office. Research Limitations
Those in the field of education can only benefit from this research because of the limited sample size and the high percentage of female respondents (63%). However, even when using snowball sampling, researchers cannot guarantee an accurate representation of a sample. This study focuses on its participants' psychological and emotional well-being to gauge employee well-being. Ideas for additional study include those outlined in the following list: Whether or if there is a significant difference between men's and women's attitudes toward working from home
has to be investigated more thoroughly to determine the answer. Qualitative data collection processes like "interviews" may be utilized to gain a more in-depth understanding of the subject matter. Additionally, look into other ways of tracking and analyzing the production of remote
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
workers. At this critical juncture, researchers should investigate e-worker characteristics in greater detail. For the time being, post-COVID-19 pandemic recovery research should take a long-term perspective, comparing current conditions to those of the past to test causal linkages between the research variables. The impact of remote work on job satisfaction is a complex and nuanced topic. Some people argue that remote work increases job satisfaction because it allows for more flexibility and freedom. Others argue that remote work can actually decrease job satisfaction because it can lead to feelings of isolation and loneliness. There is evidence that remote work can have a positive impact on job satisfaction. For example, a study by Stanford University found that remote workers were more productive than their in-office counterparts. And a study by the University of Michigan found that remote workers were happier and more engaged in their work than in-office workers.
However, there is also evidence that remote work can have a negative impact on job satisfaction. For example, a study by the University of Nottingham found that remote workers were more likely to feel isolated and lonely than in-office workers. And a study by the University
of Texas found that remote workers were more likely to feel less engaged in their work than in-
office workers. So, while there is evidence that remote work can have a positive or negative impact on job satisfaction, the impact is ultimately complex and nuanced. It depends on a variety
of factors, including the individual worker, the company, and the specific job.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Conclusion
During the outbreak, we tracked factors like as work-life balance, productivity, and overall health. At work, people are unable to concentrate if they feel undervalued, devalued, or offended. The parents were unable to focus. Only 21% of workers were dissatisfied with their
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
positions. This was true even though fewer than half of the individuals were housed in the same room at one time or another.
Other responsibilities went unfinished because of my inability to keep up. As a result, single-tasking increases productivity and decreases effort. There were no issues discovered. Workers with limited control over their homes should be accommodated by remote work policies. Attention and productivity rise. Employees can look forward to more flexible working hours, fewer online meetings, and in-depth evaluations of their work performance. Those with impairments will benefit from these measures. Execute.
During the outbreak, working from home endangered people's health. Emotional exhaustion and social isolation are both exacerbated by a sedentary lifestyle. It's a diverse bunch,
with introverts and technophiles all mixed together. Loneliness was aggravated by open-ended remarks from non-caregivers. People who work alone or remotely may feel alone without the support of their coworkers. There is a correlation between screen time and feelings of loneliness and self-protection.
Our models imply that people who are emotionally fatigued react differently. Women and
men living in poverty report feeling more emotionally drained. Emotional exhaustion was caused
by increased workloads, lack of control, and remote meetings. According to research, women experience greater levels of anxiety and stress than males do. According to a study, parents' diets are less nutrient-dense than those of nonparents. WFH recommends flexible access to well-being services because long-distance jobs can harm customers' physical and emotional health. Providing mental health assistance, flexible schedules, breaks, and vacation time are all things employers may do to help their most vulnerable employees.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
There is a certain amount of tension that comes with working at home. Working from home was permitted. Perhaps as a result of social pressure to stay at home more often, people's personal and professional lives have grown increasingly intertwined. Parents with low-demand jobs have less control over their work-life balance, according to our models. It's been talked about for a long time. Employees who operate from home or in other remote locations should take extra care if a pandemic breaks out. Maintaining work-life harmony calls for self-reflection, meditation, pauses, and a clear sense of purpose and performance expectations. While most respondents had a higher socioeconomic status (SES) than the national average, many of them still struggled to manage their personal and professional lives. According to our findings, those with lower incomes confront additional challenges. People with limited access to resources should be the focus of future research.
We can become ready for hybrid workplaces with the knowledge we've acquired from our investigations. Working from home can expose possible problems. More parents are working
from home now that more schools are implementing blended learning. Blended schedules should
be handled with care. Pre-pandemic conditions are not what returning workers can expect. They'll be brand-new in every way. Given the prevalence of in-office meetings and water cooler banter, how can companies aid their employees in reevaluating their roles? Some employees work from home, while others are based in an establishment. As there is no face-to-face interaction, companies are unable to determine if remote workers are being unfairly punished. These serious issues must be evaluated quickly by modern businesses.
Two SR premises are called into question in this paper. Many people are "leaving" their country, avoiding commuting, and declaring their jobs "dead" due to the effects of globalization, Telecommuting benefits both employees and employers. Longer and more intensive shifts are the
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
result of labor decoupling. Organizational dedication, excitement, and satisfaction can be enhanced by a willingness to adapt to changing conditions and circumstances. Evidence for both hypotheses is lacking. It's said that trend statistics don't take into consideration changes in data composition.
Research on Egypt's distant workers' psychological well-being, emotional fatigue, and work/life integration will focus on the COVID-19 quarantine. Based on past research and polls, the remote working perception scale incorporates work-life balance considerations. According to the survey findings, remote work has several advantages, including better managing your personal and professional responsibilities and working when and where you choose. However, some drawbacks include a higher workload, longer working hours, job uncertainty, and a lack of desire. With the availability of technology and more open contact opportunities, remote workers are reported to have better psychological well-being than those who operate in an office environment. Working from home boosts productivity, and this trend will grow stronger, so firms' technological expenditures won't be wasted.
According to numerous workplace transformation models, compositional variables cannot account for two-thirds of distant employment growth. In a knowledge-based economy, the
mind is more valuable than the body. Business reorganization is made easier by flexible hours and ample space. Employers are obligated to keep up with changing demographics, according to "organizational adaptation." In some cases, parents may be able to work at home.
There are a number of possible explanations for this development in remote working, but it is evident that it is not a statistical artifact, but rather a movement in the place of employment, as documented in official data by LFS and Census.. Technology is being used to outsource jobs by organizations, according to this poll Remote work that isn't compensated increases social
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
contact. According to border theory, remote workers have difficulty separating their personal and
professional lives.
It has a restricted capacity. Surveys that separate home and work are commonly used to gauge the extent of remote work. Remote and home-based work is covered by the LFS. How traditional workplaces are repurposed or how much time people spend working while on the road
can't be measured using this way. Because it "focused more on home-based than mobile employment," previous studies may have overlooked some significant shifts in office location. Some article regressions adjust for unpredictability. Some people who work from home do better.
Work-life balance, job happiness and effort cannot be correlated. Homework results are affected by unknown factors. Relocating does not appear to have any effect on effort, well-being, or work/life balance, according to these estimates.
Bibliography
Allen, Tammy D., Timothy D. Golden, and Kristen M. Shockley. "How effective is telecommuting? Assessing the status of our scientific findings." Psychological science in the public interest
16, no. 2 (2015): 40-68. https://pubmed.ncbi.nlm.nih.gov/26403188/
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Atique, Suleman, John Robert Bautista, Lorraine J. Block, Jay Jung Jae Lee, Erika Lozada‐
Perezmitre, Raji Nibber, Siobhan O’Connor et al. "A nursing informatics response to COVID‐19: Perspectives from five regions of the world." Journal of Advanced Nursing
76, no. 10 (2020): 2462-2468. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7276900/
Bailey, D. L., and N. B. Kurland. "A review of telework research: Findings, new directions, and lessons for the study of modern world,-." RXUQDO RI 2UJDQL] DWLRQDO% HKDYLRU
23, no. 4: 383Y400. http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.155.4726&rep=rep1&type=pdf
Basco, Sergi, and Martí Mestieri. "Mergers along the global supply chain: Information technologies and routine tasks." Oxford Bulletin of Economics and Statistics 80, no. 2 (2018): 406-433. https://www.scholars.northwestern.edu/en/publications/mergers-along-
the-global-supply-chain-information-technologies-an
Chernyak-Hai, Lily, and Edna Rabenu. "The new era workplace relationships: Is social exchange
theory still relevant?." Industrial and Organizational Psychology 11, no. 3 (2018): 456-
481.
CIPD (2016), Flexible Working Practices, https://www.cipd.co.uk/knowledge/fundamentals/ relations/flexible-working/factsheet (accessed 20 March 2017).
Grady, Geraldine, and Alma M. McCarthy. "Work‐life integration: experiences of mid‐career professional working mothers." Journal of Managerial Psychology
(2008). https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet
Grover, Ted, Kael Rowan, Jina Suh, Daniel McDuff, and Mary Czerwinski. "Design and evaluation of intelligent agent prototypes for assistance with focus and productivity at
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
work." In Proceedings of the 25th International Conference on Intelligent User Interfaces
, pp. 390-400. 2020. https://dl.acm.org/doi/10.1145/3377325.3377507
Hays, Ron D., and M. Robin DiMatteo. "A short-form measure of loneliness." Journal of personality assessment
51, no. 1 (2017): 69-81. https://www.researchgate.net/publication/19588637_A_Short-
Form_Measure_of_Loneliness
Iqbal, Shamsi, Jina Suh, Mary Czerwinski, Gloria Mark, and Jaime Teevan. "Remote work and well-being." (2020). https://www.microsoft.com/en-
us/research/uploads/prod/2020/07/NFW-Iqbal-et-al.pdf
European Foundation for the Improvement of Living and Working Conditions. "Living, Working and COVID-19—First Findings—April 2020." (2020). https://www.researchgate.net/publication/342476270_Living_working_and_COVID-
19_First_findings_-_April_2020
Kossek, Ellen Ernst, and Brenda A. Lautsch. "Work–life flexibility for whom? Occupational status and work–life inequality in upper, middle, and lower level jobs." Academy of Management Annals
12, no. 1 (2018): 5-36. https://journals.aom.org/doi/10.5465/annals.2016.0059
Licite-Kurbe, Lasma, and Ruta Leonovica. "Economic Benefits of Remote Work from the Employer Perspective." In Proceedings of the 2021 International Conference” ECONOMIC SCIENCE FOR RURAL DEVELOPMENT, Jelgava
, pp. 345-354. 2021. https://llufb.llu.lv/conference/economic_science_rural/2021/Latvia_ESRD_55_2021-345-
354.pdf
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Maruyama, Takao, Peter G. Hopkinson, and Peter W. James. "A multivariate analysis of work–
life balance outcomes from a large‐scale telework programme." New Technology, Work and Employment
24, no. 1 (2009): 76-88. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-005X.2008.00219.x
Martin, Brittany Harker, and Rhiannon MacDonnell. "Is telework effective for organizations? A meta‐analysis of empirical research on perceptions of telework and organizational outcomes." Management Research Review
(2012). https://www.researchgate.net/publication/242340515_Is_Telework_Effective_for_Organi
zations_A_Meta-
Analysis_of_Empirical_Research_on_Perceptions_of_Telework_and_Organizational_Ou
tcomes
Marsh, Katy, and Gill Musson. "Men at work and at home: Managing emotion in telework." Gender, Work & Organization
15, no. 1 (2008): 31-48. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-0432.2007.00353.x
Mirchandani, K., 2000. “The best of both worlds” and “cutting my own throat”: contradictory images of home-based work. Qualitative sociology
, 23
(2), pp.159-182. https://link.springer.com/article/10.1023/A:1005448415689
Mostafa, Bassant Adel. "The effect of remote working on employees wellbeing and work-life integration during pandemic in Egypt." (2021). https://www.researchgate.net/publication/349534686_The_Effect_of_Remote_Working_
on_Employees_Wellbeing_and_Work-Life_Integration_during_Pandemic_in_Egypt
Park, YoungAh, Charlotte Fritz, and Steve M. Jex. "Relationships between work-home segmentation and psychological detachment from work: the role of communication
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
technology use at home." Journal of occupational health psychology
16, no. 4 (2011): 457. https://www.researchgate.net/publication/51466567_Relationships_Between_Work-
Home_Segmentation_and_Psychological_Detachment_From_Work_The_Role_of_Com
munication_Technology_Use_at_Home
Sardeshmukh, Shruti R., Dheeraj Sharma, and Timothy D. Golden. "Impact of telework on exhaustion and job engagement: A job demands and job resources model." New Technology, Work and Employment
27, no. 3 (2012): 193-207. https://www.frontiersin.org/articles/10.3389/fpsyg.2021.730969/full
Shimura, Akiyoshi, Katsunori Yokoi, Yoshiki Ishibashi, Yusaku Akatsuka, and Takeshi Inoue. "Remote work decreases psychological and physical stress responses, but full-remote work increases presenteeism." Frontiers in psychology
(2021): 4190.
Steidelmüller, Corinna, Sophie-Charlotte Meyer, and Grit Müller. "Home-based telework and presenteeism across Europe." Journal of Occupational and Environmental Medicine
62, no. 12 (2020): 998. https://journals.lww.com/joem/Fulltext/2020/12000/Home_Based_Telework_and_Present
eeism_Across_Europe.4.aspx
Sonnentag, Sabine. "The recovery paradox: Portraying the complex interplay between job stressors, lack of recovery, and poor well-being." Research in Organizational Behavior
38 (2018): 169-185. https://www.sciencedirect.com/science/article/pii/S0191308518300054
Tavares, Aida Isabel. "Telework and health effects review." International Journal of Healthcare
3, no. 2 (2017): 30-36.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
https://www.researchgate.net/publication/318108862_Telework_and_health_effects_revie
w
Thompson, Claire L., Adrian TH Kuah, Regina Foong, and Eddy S. Ng. "The development of emotional intelligence, self‐efficacy, and locus of control in Master of Business Administration students." Human Resource Development Quarterly 31, no. 1 (2020): 113-131.
Wepfer, Ariane G., Tammy D. Allen, Rebecca Brauchli, Gregor J. Jenny, and Georg F. Bauer. "Work-life boundaries and well-being: Does work-to-life integration impair well-being through lack of recovery?." Journal of Business and Psychology
33, no. 6 (2018): 727-
740. https://www.researchgate.net/publication/321762958_Work-
Life_Boundaries_and_Well-Being_Does_Work-to-Life_Integration_Impair_Well-
Being_through_Lack_of_Recovery
Apendix
The purpose of this questionnaire is to understand the effects of remote work on employee wellbeing, retention, and job satisfaction. This questionnaire is for academic research purposes only. Please complete the questionnaire honestly and to the best of your ability.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Thank you for your participation.
This questionnaire is for employees who have worked remotely for at least six months.
1. How satisfied are you with your current job?
2. How satisfied are you with your current work situation?
3. How much control do you have over your work schedule?
4. How much control do you have over your work location?
5. How much control do you have over your work tasks?
6. How often do you work remotely?
7. How satisfied are you with the amount of work you are able to complete remotely?
8. How satisfied are you with the amount of work you are able to complete in-person?
9. How much social interaction do you have with your co-workers?
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
10. How satisfied are you with the amount of social interaction you have with
your co-workers?
11. Do you believe that remote work has a positive or negative impact on employee retention?
12. Do you believe that remote work has a positive or negative impact on employee wellbeing?
13. What are the benefits of remote work for employees?
14. What are the benefits of remote work for employers?
15. What are the challenges of remote work for employees?
16. What are the challenges of remote work for employers?
17. How can employers ensure that employees maintain a good work-life balance when working remotely?
18. How can employees ensure that they remain productive when working remotely?
19. What tips do you have for managing remote work effectively?
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Related Documents
Recommended textbooks for you
Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Contemporary Marketing
Marketing
ISBN:9780357033777
Author:Louis E. Boone, David L. Kurtz
Publisher:Cengage Learning
Foundations of Business (MindTap Course List)
Marketing
ISBN:9781337386920
Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher:Cengage Learning
Recommended textbooks for you
- Management, Loose-Leaf VersionManagementISBN:9781305969308Author:Richard L. DaftPublisher:South-Western College PubMarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational PublishingPurchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
- Contemporary MarketingMarketingISBN:9780357033777Author:Louis E. Boone, David L. KurtzPublisher:Cengage LearningFoundations of Business (MindTap Course List)MarketingISBN:9781337386920Author:William M. Pride, Robert J. Hughes, Jack R. KapoorPublisher:Cengage Learning
Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Contemporary Marketing
Marketing
ISBN:9780357033777
Author:Louis E. Boone, David L. Kurtz
Publisher:Cengage Learning
Foundations of Business (MindTap Course List)
Marketing
ISBN:9781337386920
Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher:Cengage Learning