Co‐workers working from home and individual and team performance

Lippe, Tanja van der; Lippényi, Zoltán

doi:10.1111/ntwe.12153

Cited by 166 publications

(92 citation statements)

References 65 publications

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“…This dilemma condition sometimes creates conflicts within the family even though WFH creates flexibility of time and place, see (McCloskey, 2018). However, WFH has shortcomings such as the lack of performance as a team and also the system of supervision that is not maximal by the manager, (Lippe, 2019), but besides having its lacks, the study results have also shown that WFH provides flexibility and discretion for employees to do their works without being supervised directly by supervisors or managers (Ellen Ernst Kossek, 2015).…”

Section: Introductionmentioning

confidence: 93%

Working From Home Phenomenon As an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity

Mustajab

Bauw

Rasyid

et al. 2020

TIJAB

173

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COVID-19 attacks have changed the methods and cultures of work in many organizations, the working from home (WFH) phenomenon as an effort to prevent the spread of COVID-19 in many countries in the world has impacts on employee productivity. This study aims to explore the impacts of working from home on employee productivity with a qualitative approach. The findings explain that working from home has provided advantages and disadvantages both for employee and organization as well as being responsible for the decline in employee productivity. Furthermore, we also find the fact that working from home cannot be generally accepted since many areas of work cannot be carried out from home, although for many employees, working from home has provided a work-life balance. Yet, this is sometimes interrupted by multiple jobs (multitasking) that must be done at home.

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Section: Introductionmentioning

confidence: 93%

Working From Home Phenomenon As an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity

Mustajab

Bauw

Rasyid

et al. 2020

TIJAB

173

View full text Add to dashboard Cite

show abstract

“…In simple terms, we can view competence as an accomplishment of duties and tasks stated in a job description (Murphy 1989 ). WFH is increasing workers’ organizational commitment and job satisfaction, as it provides higher motivation (van der Lippe and Lippényi 2020 ). Since nobody is physically monitoring the employee, the individuals have greater discretion over how they can complete their tasks, thereby increasing task competence (Kossek and Thompson 2016 ).…”

Section: Research Model and Hypothesis Developmentmentioning

confidence: 99%

Working in lockdown: the relationship between COVID-19 induced work stressors, job performance, distress, and life satisfaction

Kumar¹,

Kumar

Aggarwal³

et al. 2021

Curr Psychol

172

168

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Background & aim In the wake of COVID-19, organizations all over India have closed their premises and shifted to work from home policy to curb the further spread of the virus. This has led to increased stress and anxiety among employees, which explicably affects their satisfaction with life. Thus, the present study analyses the effect of COVID-19 induced stressors (role overload, lifestyle choices, family distraction, and occupational discomfort) on employees’ distress levels and job performance. Subsequently, the impact of such distress and job performance on the employees’ life satisfaction is analyzed during the lockdown period. Methodology Data was collected from 433 working professionals of private and public organizations in the Delhi and NCR region of India during India’s third and fourth phase of lockdown via a survey, which was distributed online. Partial least squares structural equation modelling was applied first to establish the validity of this study’s model (measurement model validity) and subsequently test the hypothesized relationships in the model (structural model). Results The COVID-19 induced stressors, i.e., role overload, lifestyle choices, and occupational discomfort, were significant predictors of distress during the lockdown. It has been found that role overload and change in lifestyle choice did not significantly affect job performance. Family distraction, occupational discomfort, and distress were significant in impacting job performance, with distress being the most significant one. During the COVID-19 pandemic, life satisfaction has reduced due to a significant increase in distress levels and lowered job performances. Supplementary Information The online version contains supplementary material available at 10.1007/s12144-021-01567-0.

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“…Knowledge workers' tasks in distributed teams largely consist of processing, sharing and/or creating knowledge and information (Bosch-Sijtsema et al, 2009), so knowledge sharing within an organisation becomes challenging when WFH (Van der Lippe & Lippényi, 2020). Moreover, if knowledge workers cannot work autonomously, are unfamiliar with communication technologies, or cannot maintain good social relations with their colleagues, they may be less productive while WFH (Bolisani et al, 2020;Gurstein, 2001;Jackson, 2001).…”

Section: Introductionmentioning

confidence: 99%

COVID-19 leadership challenges in knowledge work

Kirchner

Ipsen

Hansen

2021

Knowledge Management Research & Practice

109

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Considerable attention has been paid to employees' experiences when working from home (WFH) during the COVID-19 pandemic, including their well-being and performance. However, less attention has been paid to how managers experience WFH and how this may challenge them in their new role as distance managers. This study investigates how managers of knowledge work experienced distance management during COVID-19. An international survey was distributed in the first weeks of the Danish national lockdown and collected data in spring 2020. Based on Danish responses from 1053 employees and 290 managers of knowledge work, who had limited prior experience in distance management, our analysis revealed 12 items where managers found their work during lockdown to be more challenging than employees did. The implications are that research and practice should consider the well-being and performance consequences of WFH not only for employees but also for managers, as their experiences differ, and the managers express challenges in their leadership.

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Co‐workers working from home and individual and team performance

Cited by 166 publications

References 65 publications

Working From Home Phenomenon As an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity

Working From Home Phenomenon As an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity

Working in lockdown: the relationship between COVID-19 induced work stressors, job performance, distress, and life satisfaction

COVID-19 leadership challenges in knowledge work

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