A Qualitative Study of Pandemic-Induced Telework: Federal Workers Thrive, Working Parents Struggle

Abstract

This study examines the forced transition to telework during the COVID-19 pandemic using qualitative data from two open surveys administered by the Federal News Network in 2020: in the first two months and, then, 10 months into the pandemic. We provide in-depth analysis of 1,969 open-ended comments from 1,589 federal employees collected seven months apart, telling the story of how they continued performing their responsibilities under a full-time telework schedule. Federal employees perceive the transition to full-time telework during the pandemic had a positive effect on organizational performance, work productivity and work-life balance for most federal employees. An exception is working parents, who faced significant hardships due to the pandemic. Additionally, results show pandemic-induced telework was credited with mixed successes for job satisfaction and social integration, and had not been successful in terms of supervisor support and organizational trust, which puts the success of the social contract theory in these situations in jeopardy. Finally, results suggest that federal employees envision more work will become telework-eligible in the new normal and welcome this shift.

Acquisition and Retention of Skilled Employees: A Study of International Companies in Rural Giles County, Tennessee

“…Other researchers who explored acquisition and retention utilized a qualitative process (Cohen et al, 2022;Leung et al, 2022;Lyu et al, 2022;Mullins et al, 2022;Rebmann & Foerst, 2022). Lyu et al (2022) built on previous qualitative studies to explore the effects of recruitment and retention.…”

“…The data collection process of interviewing management and staff was similar to the method for this study. In the study of multigenerational managers and the effect on retaining a younger workforce, Mullins et al (2022) concluded that a qualitative approach was preferred when exploring nuances or issues of interest to the problem at hand during the global pandemic. If a manufacturing human resource manager does not recognize and prevent these potential issues, then workforce turnover will increase.…”

“…The rapid development of technology has provided organizations with another option for workplace flexibility, especially post COVID-19 pandemic. Home-based work or telecommuting is an arrangement between the organization and individual, in which the individual does not travel to a location to perform work (Mullins et al, 2022). The individual does not have to remain at home and may use mobile devices to perform work from any place that has a connection to the Internet.…”

“…Members of Generation X and Generation Y exist in a workplace that is more technology-driven than that of senior cohorts (Hultman, 2020). As the evolution of technology continues to increase, it is possible that these differences in communication will become even more prominent (Mullins et al, 2022). Effective managers within an organization should stress nontraditional forms of communication (Tang & Jorge, 2021).…”

Evaluating critical success factors of remote work for bank employees, in Gauteng, South Africa.

“…Their study accentuated the significance of organizational support for remote work success and to keep remote workers motivated and productive. By creating a conducive remote work culture, proving sufficient ICT collaboration tools, prioritizing the well-being of teleworkers by providing life and work balance, eradicating micromanagement of remote work (Mullins, Scutelnicu & Charbonneau, 2022). These were some of the examples provided to demonstrate how organizations offered support to remote workers to ensure that both the organization and remote workers yield positive outcomes from telework.…”