Conspicuous monitoring and remote work

Jensen, Nathaniel D.; Lyons, Elizabeth; Chebelyon, Eddy; Bras, Ronan Le; Gomes, Carla P.

doi:10.1016/j.jebo.2020.05.010

Cited by 21 publications

(9 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The availability of software programs that track employee tasks in the remote work environment has increased the ability of managers to monitor work activity more accurately. In their study, Jensen et al (2020) found that even when direct employee outputs are difficult to measure, managers may be able to improve productivity in the remote work environment by providing quality and frequent feedback regarding performance. This feedback increases worker autonomy and decreases disruptions in the work environment which ultimately improves job satisfaction.…”

Section: Environmental Influencesmentioning

confidence: 99%

A millennial manager skills model for the new remote work environment

Camp

Young

Bushardt

2022

MRR

View full text Add to dashboard Cite

Purpose This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic. Design/methodology/approach This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table. Findings Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution. Practical implications This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals. Originality/value This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.

show abstract

Section: Environmental Influencesmentioning

confidence: 99%

A millennial manager skills model for the new remote work environment

Camp

Young

Bushardt

2022

MRR

View full text Add to dashboard Cite

show abstract

“…Only Tsareva and Yu (2020) and Manokha (2020) included specific technological platforms for employee monitoring. Jensen et al (2020) provided a direct field study of remote work and workflow, the only study of its kind located. There was…”

Section: Resultsmentioning

confidence: 99%

Structure of Remote Work in Public Education: A Rapid Scoping Review

Coker

2021

IRE

View full text Add to dashboard Cite

Remote learning predominates the research literature during the COVID-19 pandemic, while remote work structures and workflow research were unknown. A rapid scoping review was conducted for remote work and workflow for 2020-2021. After locating and screening articles, a qualitative synthesis of the literature explored trends and themes using thematic analysis. A discussion of the perplexities of remote work and workflow, issues which impact every student and teacher, examined the problems of the new normal. Recommendations were to use Fayol’s principles as a guide within the context of using a holistic schooling experience focus, a formalized policy, and making leadership and management standardized and present within a remote environment. Limitations were discussed, and future directions for research gave a plan to improve remote work and learning.

show abstract

“…The mechanism of action here is as follows: employees know that their results are valued and considered, their satisfaction with work and, as a result, productivity increases. No impact of monitoring without feedback on labor productivity was found [19].…”

Section: Organizational-managerial Effectsmentioning

confidence: 97%

Organization of remote work in the context of digitalization

Sheveleva

Rogov

2021

E3S Web Conf.

View full text Add to dashboard Cite

The analysis of the remote work organization indicates the certain reserves in the field of professional activity, manifested in three groups of effects: individual-personal, social-psychological and organizational-managerial. Individual-personal effects are connected with the professional’s personality transformation under the influence of professional environment digitalization: a change in the emotional side of the activity, experiencing a lack of information about the colleagues’ work, feedback about their role in the overall result. As a result, there appears a fear of missing out; a decrease of analytical thinking and critical perception of professional situations; an increase of physical and psychological fatigue and emotional burnout. Social-psychological effects are due to the peculiarities of interaction in digital technologies conditions, which generates new and modernizes the existing social and cultural communication norms and network etiquette. At online conferences the ratio of visual and auditory components of nonverbal communication changes, the role of listening increases, and there is a greater focus on content in comparison with face-to-face communication. The differences in labor productivity at different communication modes are revealed. Informal interactions, the sense of professional and organizational involvement are reduced. The work-life balance is disturbed. Organizational and managerial effects of remote work are associated with the implementation of labor regulation, control and assessment, staff motivation, forms of employment, organizational membership and commitment, job satisfaction, trust in teams, the composition and structure of work teams, leadership, organization of workplaces and business communications. Many of the organizational factors are closely interconnected.

show abstract

Conspicuous monitoring and remote work

Cited by 21 publications

References 56 publications

A millennial manager skills model for the new remote work environment

A millennial manager skills model for the new remote work environment

Structure of Remote Work in Public Education: A Rapid Scoping Review

Organization of remote work in the context of digitalization

Contact Info

Product

Resources

About