Not All Telework is Valuable

Miglioretti, Massimo; Gragnano, Andrea; Margheritti, Simona; Picco, Eleonora

doi:10.5093/jwop2021a6

Cited by 47 publications

(71 citation statements)

References 31 publications

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“…To our knowledge, no empirical studies have examined the effects of teleworking specifically on both employees' work engagement and intention to quit during the COVID-19 pandemic. One study established that high-quality telework (e.g., agile workplaces, virtual leadership) was associated with higher work engagement during the pandemic [38]; however, different results were obtained in a study conducted by [39], which found that high intensity telework was not associated with work engagement during the pandemic. We were also able to locate a study that concluded that among employees who worked from home during the COVID-19 pandemic in Japan, an increase in sleep hours, effective interactions with supervisors, and working less than 40 hours a week were associated with high work engagement [8].…”

Section: The Role Of Teleworkingmentioning

confidence: 97%

“…Therefore, better-informed implementation and official work-at-home policies are suggested. Accordingly, high-quality telework characterized by agile workplaces and virtual leadership was associated with higher work engagement during the pandemic [38]. For instance, we suggest surveying employees about their preferences regarding the number of teleworking days per week, work schedules, equipment and resources needed, and ways to maintain social contact while teleworking.…”

Section: Practical Implicationsmentioning

confidence: 99%

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Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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The ability to retain and engage employees is now, more than ever, a major strategic issue for organizations in the context of a pandemic paired with a persistent labor shortage. To this end, teleworking is among the work organization conditions that merit consideration. The purpose of this cross-sectional study is to examine the direct and indirect effects of teleworking on work engagement and intention to quit, as well as the potential moderating effect of organizational and individual characteristics on the relationship between teleworking, work engagement, and intention to quit during the COVID-19 pandemic, based on a sample of 254 Canadian employees from 18 small and medium organizations. To address these objectives, path analyses were conducted. Overall, we found that teleworking, use of emotion, skill utilization, and recognition appear to be key considerations for organizations that wish to increase work engagement and decrease intention to quit, in the context of a pandemic paired with a labor shortage. Our results extend the literature by revealing the pathways through which teleworking, use of emotion, skill utilization, and recognition are linked to work engagement and intention to quit, and by suggesting specific interventions and formation plans that are needed.

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Section: The Role Of Teleworkingmentioning

confidence: 97%

Section: Practical Implicationsmentioning

confidence: 99%

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Parent-Lamarche

2022

IJERPH

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“…Research on telework during COVID-19 lockdown has focused on facilitating factors (Belzunegui-Eraso & Erro-Garcés, 2020 ), description of telework (number of hours, easiness, difficulties; Tavares et al, 2020 ; Morilla-Luchena, et al, 2021 ), advantages and disadvantages (Ipsen et al, 2021 ), and its effects on work-life balance (Bhumika, 2020 ; Palumbo, 2020 ) or engagement (Miglioretti et al, 2021 ; Wang & Parker, 2021 ). However, there is a research gap on the effects of telework satisfaction during COVID-19 on outcomes such as wellbeing and performance.…”

Section: Introductionmentioning

confidence: 99%

Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain

et al. 2022

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This study used a prospective design to examine the effects of telework satisfaction (time 1) on subjective wellbeing and self-reported performance (time 2) during the COVID-19 lockdown. Data were collected from 111 teleworkers through an online survey the first weeks of strict lockdown in Spain. Telework satisfaction showed positive direct effects on both subjective wellbeing and self-reported performance. Further, subjective wellbeing partially mediated the relationship between telework satisfaction and self-reported performance. Interestingly, employees with children felt less telework satisfaction but higher subjective wellbeing. The novelty of this study is that we evaluate the level of satisfaction with telework using a specific set of items that assess the employees’ contentment with diverse telework facets. Given the spreading of telework and the increasing competitiveness of organizations, we discuss practical implications in times of crisis, both present and future.

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“…Telework effectively supports employee wellbeing and engagement, according to a study of 260 Italian workers that are grouped into high-to low-quality teleworkers and zero teleworkers (Miglioretti, Gragnano, Margheritti, & Picco, 2021). These findings are due to the teleworking conditions whereby the high teleworkers had better quality workstations, higher autonomy, and virtual leadership.…”

Section: Work-from-home Positive Forces (+)mentioning

confidence: 99%

Work-From-Home Engagement during COVID-19: Implications for Human Resource Management

Eniola¹

2022

IJBM

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Work-from-home has gained swift and massive adoption due to technological advancement and the large-scale disruption evoked by the COVID-19 pandemic. Work-from-home, also called telecommuting, involves performing work/business responsibilities from a non-office location or typically from home. The work-from-home format has garnered acceptance as the alternative to traditional office work, but it is not without disadvantages. Thus, a thorough insight into the mechanism of the work-from-home format and how it relates to engagement is necessary for organizational leaders and human resource practitioners to cultivate engagement of remote workers. This article illustrates the current state of scholarly research on work-from-home engagement by using the lens of an integrated literature review. This article explains the forces accompanying the work-from-home format and their interactions with employee engagement. The article proposes a conceptual framework of the work-from-home engagement field. The constructs of the work-from-home engagement field, which are the work-from-home positive forces, negative forces, and positive-negative forces, are explained, and the critical implications for human resource management are highlighted.

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Not All Telework is Valuable

Cited by 47 publications

References 31 publications

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?

Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain

Work-From-Home Engagement during COVID-19: Implications for Human Resource Management

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