Home Office and Its Influence on Employee Motivation

Abstract

There are several variants and various modifications of forms of work outside the office. Some companies use, enable or even prefer working from home in the form of a home office. In practice, we often encounter different views on this form of work, both in terms of positive benefits and negatives and risks. In practice, there is probably no uniform view of this issue, both on the part of employers and management and employees. Working from home in the form of a home office shows certain specifics and places specific and different demands on both employees and employers compared to "traditional" work in the office or in another place designated by the employer to perform work. The problem may be not only the decision itself whether to allow and whether to use work from home for employees, but also the decision on which job positions and with what job description are suitable for the mentioned form of work performance. The place of work most likely has a significant effect on the motivation of employees and management. The question is whether and under what conditions positive motivation prevails, or negative motivation, i.e. demotivation. In the presented work, we focus on the advantages and disadvantages, i.e. the risks of the mentioned type of work, especially in the area of employee motivation. In this paper we summarize the development and current theoretical information on this issue and then compare it with current practice. In the following practical part, we will examine the perception of differences in employees, between working in the office and home office, focusing on the mentioned area of motivation. Keywords: Demotivation, Home Office, Leadership, Management, Motivation.

Work-from-home (WFH): the constraints–coping–effectiveness framework

“…Without much account on the contributing factors, findings of these studies are less conclusive. These studies documented that WFH employees experienced feeling of freedom and work efficiency (Bočková and Lajčin, 2021), work–life balance, task meaningfulness, greater productivity and emotional well-being (de Klerk et al. , 2021), as well as organisational commitment, job satisfaction and job-related well-being (Felstead and Henseke, 2017).…”

“…, 2021), as well as organisational commitment, job satisfaction and job-related well-being (Felstead and Henseke, 2017). Nevertheless, negative experiences were also reported: demotivation and procrastination (Bočková and Lajčin, 2021), isolation (Bočková and Lajčin, 2021; de Klerk et al. , 2021), work–life conflicts (Palumbo, 2020) and work intensification (Felstead and Henseke, 2017).…”