Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? A longitudinal diary study

Straus, Eva; Uhlig, Lars; Kühnel, Jana; Korunka, Christian

doi:10.1080/09585192.2022.2075235

Cited by 52 publications

(48 citation statements)

References 80 publications

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“…In fact, very few studies have specifically examined the relationship between age and job performance in times of crisis or major changes. The study by Straus et al (2022) showed that age is significantly positively related to self-reported productivity. Similarly, Awada et al (2021) indicated that age has a minimal but significant positive relationship with productivity change.…”

Section: Age and Job Performancementioning

confidence: 98%

“…During the pandemic, teleworking created blurred work-private life boundaries for individuals (Hamouche, 2021b), with the possibility of multiple family interruptions (Prajogo et al, 2020). Furthermore, it generated social isolation, which had negative impacts on employees' mental health (Hamouche, 2021b(Hamouche, , 2022Straus et al, 2022). In this context, the study by Golden et al (2008) on teleworkers revealed that professional isolation generated by teleworking negatively impacts job performance, which can be intensified based on the amount of time spent teleworking.…”

Section: Integrative Theoretical Framework and Hypothesesmentioning

confidence: 99%

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Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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PurposeTeleworking seems to be the new future of the workplace. It has been widely adopted during the COVID-19 crisis, which has greatly influenced work organization conditions. This pandemic and its accompanying changes represent significant challenges for employees' performance, depending on their age if the study considers the physical and psychological vulnerabilities of older employees and their assumed or expected difficulties to cope with the new information and communication technologies (ICTs). This study aims at examining the direct effects of teleworking, and age on job performance (in-role). As well as analyzing the moderating effect of age on the relationship between teleworking and in-role job performance in times of crisis.Design/methodology/approachData were collected in Canada from 18 companies, with a sample of 272 employees. Multivariate regression and moderation regression analyses were performed using Stata 13.FindingsResults revealed that when teleworking, older age is associated with lower job performance and younger age is associated with higher job performance. Conversely, when working on-site, older age is associated with higher job performance, whereas younger age is associated with lower job performance.Practical implicationsFrom a practical perspective, these results highlight the importance of decision authority and recognition. As well as the presence of age disparities related to work arrangements. Managers need to adopt an inclusive approach and develop work arrangements that take into consideration employees' needs and ages. Some insights and practical recommendations are presented in this paper to support managers and human resource practitioners.Originality/valueStudies examining the in-role job performance of teleworkers and the effects of age are sparse. This study helps to expand research on human resources management, job performance and age.

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Section: Age and Job Performancementioning

confidence: 98%

Section: Integrative Theoretical Framework and Hypothesesmentioning

confidence: 99%

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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“…It should be noted that, during the pandemic, companies had to find alternative ways of doing work, in some cases shifting to teleworking or even modifying working hours. In other companies, they switched to mixed types of hiring, i.e., people working from home and people who had to go to the office despite the confinement that was implemented in most countries, and this situation could have also affected engagement (16)(17)(18).…”

Section: Introductionmentioning

confidence: 99%

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Adanaqué-Bravo¹,

Escobar-Segovia²,

Gómez‐Salgado³

et al. 2023

Int J Public Health

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Objective: The psychological distress that the COVID-19 pandemic has produced has generated negative effects on workers, and in one way or another this has affected their work engagement within companies. The aim of this research was to assess the relationship between psychological distress, burnout and work engagement in workers during the COVID-19 pandemic.Methods: A systematic review was carried out following the PRISMA methodology, taking articles from the Scopus, Pubmed, and Web of Science databases from the beginning of the pandemic until November 2022. The methodological quality was assessed using the Joanna Briggs Institute (JBI) critical appraisal tools for non-randomised studies.Results: 24 articles were selected. All the articles found an association between psychological distress, burnout or other factors and work engagement.Conclusion: The COVID-19 pandemic has had an impact on work engagement and a negative relationship with psychological distress and burnout, hence the importance of companies taking measures to minimise levels of psychological distress and burnout.

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“…These experiences have been attributed to organisational-and job-related factors such as resources, organisational and co-workers support, work engagement and employee autonomy (Baker et al, 2007;de Klerk et al, 2021;Palumbo, 2020;Straus et al, 2022;G alvez et al, 2011) and amongst female teleworkers, temporal flexibility (Collins et al, 2013). Although household characteristics (Baker et al, 2007), gender and dependent children (Maruyama et al, 2009) are not significantly related to work-life balance, Hilbrecht et al (2013) found that gender and family affect WFH employees, specifically women with children at home.…”

Section: Wfh Challengesmentioning

confidence: 99%

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

Ahmad

Asmawi

Samsi

2022

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PurposeWork-from-home (WFH) arrangement is implemented to enable employees to achieve work–life balance. However, WFH arrangement can be less than ideal. This study developed a WFH framework using qualitative data.Design/methodology/approachAn open-ended survey was conducted and participated by 621 employees. The data were examined using the qualitative content analysis method.FindingsWork performance and personal well-being have been identified as WFH outcomes, and 12 relevant research propositions have been developed. Constraints to WFH effectiveness include household and organisational factors whilst instrumental and emotional support were identified as the facilitating conditions. Two moderators were also identified: temporal flexibility and commitment orientation.Research limitations/implicationsThis study provides a framework that support effective implementation of WFH and similar flexible work arrangements. Managing time, situation, emotions and attitudes are coping strategies used by WFH employees, and the efficacy of these strategies needs further empirical investigation.Practical implicationsThree main factors have been identified as significant in determining WFH effectiveness. Understanding these elements can help managers design solutions to help employees manage work-home boundaries, improving their work performance and well-being.Originality/valueThe Constraints–Coping–Effectiveness WFH framework and research propositions help organisations build WFH guidelines and policies. This study also recognises commitment orientation, which links resources, strategies and outcomes. The inclusion of this variable in future empirical studies could explain the gaps in the current literature.

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Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? A longitudinal diary study

Cited by 52 publications

References 80 publications

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

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

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