Blended Working

Abstract

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Perceived fit in activity-based work environments and its impact on satisfaction and performance

“…In addition to task characteristics, individual differences among workers seem to be important as well. In line with PE fit theory (Edwards et al, 1998;Kristof-Brown & Guay, 2011), and other organizational theories that recognize the importance of individual differences (e.g., Hackman & Lawler, 1971;McClelland & Burnham, 1976), the preference for a particular work setting when working on a particular task may be a function of individual differences (Van Yperen & Wörtler, 2017). With regard to office design, Oseland (2009) argued that both task requirements and psychological needs should be addressed.…”

Do blended working arrangements enhance organizational attractiveness and organizational citizenship behaviour intentions? An individual difference perspective

“…Furthermore, freedom to decide when and where to work allows employees to more flexibly take care of non-work-related responsibilities (e.g., personal appointments) and meeting demands such as caring for children and elderly relatives (R. J. Thompson et al, 2015;Van Yperen & Wörtler, 2017a). Given these perceived advantages of BWAs over traditional working arrangements, it is likely that BWAs will enhance employees' evaluations of organizational attractiveness.…”

“…The term blended working refers to a working arrangement that involves blending onsite and offsite working, a situation enabled through modern information and communication technology (ICT;Van Yperen et al, 2014;Van Yperen & Wörtler, 2017a). Blended working enhances employees' control over where and when their work is accomplished (Van Yperen et al, 2014) and, thus, contrasts with traditional arrangements in which employees are required to be present at the employer's site and work a relatively fixed schedule (Kalleberg et al, 2000).…”

“…Since blended working "unambiguously refers to a work arrangement in which workers alter between traditional office working and working from home or another location at any time " (Van Yperen & Wörtler, 2017a, p. 157), it involves, but is not limited to, practices such as telecommuting. That is, blended working involves smooth time-and locationindependent working where employees have discretion over when and where they work, as long as they get their work done (Van Yperen & Wörtler, 2017a).…”

The link between empowering leadership and employees’ perceptions of the effectiveness of blended working

“…A significant development in organizations, accelerated by the COVID‐19 pandemic, is the increasing use of blended working arrangements (Eurofound, 2020 ; Van Yperen & Wörtler, 2017 ). In such arrangements, employees blend working at the employer's site and working remotely at other locations at various times (Van Yperen, Rietzschel & De Jonge, 2014 ).…”