Satisfaction with one's job and working at home in the COVID‐19 pandemic: A two‐wave study

Wood, Stephen; Michaelides, George; Inceoglu, Ilke; Niven, Karen; Kelleher, Aly; Hurren, Elizabeth T.; Daniels, Kevin

doi:10.1111/apps.12440

Cited by 11 publications

(11 citation statements)

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“…[10][11][12][13] With this information, it has increasingly become necessary to constantly evaluate working from home arrangements and configure it more specifically to the needs of the worker and/or the job role. [14][15][16][17]…”

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confidence: 99%

The Now Normal

Tanchuco, MD, MHA

2024

Acta Med Philipp

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The World Health Organization (WHO) declared COVID-19 as a public health emergency of international concern (PHEIC) on January 30, 2020 and soon thereafter with 118,000 cases in 114 countries and 4,291 deaths, declared it as a pandemic on March 11, 2020. 1,2 In the Philippines, lockdown was declared by then President Rodrigo Duterte on March 15, 2020. 3 It was for an initial one-month period but extended for progressively longer durations afterwards. Adding to the confusion were the various levels of lockdown soon promulgated, subject to the number of COVID-19 cases in the neighborhood. As to be expected, this kept fluctuating over time and disrupted the way people were able to go to work and do their day-to-day activities outside of their homes. More stress was added because of the lack of meaningful information onCOVID-19, sowing anxiety and fear among the populace. 4-6 One of the more visible effects of the pandemic lockdown was the change in allowed modes of public transportation. 7 This was most difficult for people in the Philippines who got sick of COVID-19 themselves and health workers who had to continue taking care of the rapidly rising COVID-19 cases. 8,9 For those who could choose to continue working from home, they had to quickly familiarize themselves with the digital platforms, skills needed to work with gadgets and devices, as well as the need for internet services. Although initially thought to offer more work flexibility, time saved from taking public transportation and traffic congestion, and being in a more convenient working environment, working from home was soon seen to cause its own mental health issues. 10-13 With this information, it has increasingly become necessary to constantly evaluate working from home arrangements and configure it more specifically to the needs of the worker and/or the job role. 14-17 In this context, we bring attention to an article from Indonesia published in this issue of the journal by Wibowo and colleagues. 18 Although there have been numerous articles published on the effects of the COVID-19 pandemic on students and health workers, including in this Journal, it would be useful to also look at other sectors who may have been affected as well. 19-24 On top of the concerns on personal safety and challenges with public transportation shared by most students and health workers, non-health workers are also concerned about their job and food security. 25,26 The paper by Wibobo et al., first published as an Early Access article in the Journal a year ago, involved technical and field workers (construction, manufacturing, mining, oil, and gas industries) who did not have the same option to work from home. 18 These workers were already being exposed to significant workplace hazards even prior to the pandemic. 27-30 For its part, the study looked into psychological (feeling of safety and work pressure) and organizational (management commitment) factors as determinants of job satisfaction. Questionnaires were handed out during the ongoing COVID-19 pandemic. The authors reported that workers’ feelings of safety and work pressures were significant determinants of employee job satisfaction; but management commitment was not. As the authors discussed, this was contrary to most organizational strategic goals. To be effective, Management should be seen as sincerely concerned about the safety of their employees. Whether this was because Management lacked adequate information on COVID-19 to help deal with it in the workplace setting or there was truly a perceived lack of Management concern for worker safety even before the pandemic was less clear. A similar job satisfaction survey PRIOR to the pandemic for baseline comparison would have been helpful to understand this better. With the available data, it is difficult to definitively attribute the findings in the study to the COVID-19 pandemic. The WHO declared on May 5, 2023 the end to COVID-19 as a public health emergency. 31 The cumulative cases worldwide up to that time stood at 765,222,932 with nearly 7 million deaths. This does not mean however that we go back to the way we were before the pandemic. Our experiences during the COVID-19 pandemic have given us new insights and we could adapt many of the ways we have changed our practices to how we do them now. Whether it is for the remote or hybrid worker or those who would still need to be present in their worksite, it is possible to adopt many of these measures. For the remote worker, individualizing options and not imposing a “one-size-fits all” policy could help lessen the challenges. 32,33 A hybrid model using varying combinations of remote/online approaches with face-to-face interactions should be looked at. Even for those workers who had traditionally been considered as having to be physically present, new technologies (robots, robotics, telemetry, drones, etc.) can be adapted to lessen the exposure to onsitesafety hazards. 34-38

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confidence: 99%

The Now Normal

Tanchuco, MD, MHA

2024

Acta Med Philipp

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“…Já por meio da teoria do Modelo de Demandas e Recursos no Trabalho (Job Demands and Resources ou JDR) -que preconiza que o labor se efetiva no desgaste de energia dos profissionais para satisfazer as demandas oriundas dos contextos de atuação e, para tal propósito, lança mão dos recursos ofertados pelas instituições empregatíciasseria disponibilizada uma estrutura explicativa acerca das características do trabalho relativas ao bem-estar e aos resultados atitudinais, incluindo a satisfação laboral. Assim, a teoria JDR categorizaria as propriedades do trabalho em (i) demandas (por exemplo, elevadas cargas laborais, carga de trabalho e demandas emocionais), as quais estariam ligadas a baixos níveis de bem-estar e redução da satisfação e o engajamento no trabalho, e (ii) recursos (por exemplo, autonomia, habilidades diversas e oportunidades de crescimento), que, por seu turno, se associariam a índices mais expressivos de bemestar, satisfação no trabalho e engajamento laboral (Bakker & Demerouti, 2017;Demerouti et al, 2001;Wang et al, 2021;Wood et al, 2022;Neves, 2019).…”

Section: Capítulo 1 Satisfação No (Tele)trabalhounclassified

“…Aplicando o modelo JDR para além dos contextos convencionais e fixos de trabalho, estudiosos interessados no estudo das conexões existentes entre trabalho e casa buscaram verificar de que modo as demandas e recursos relativos à esfera doméstica (por exemplo, suporte familiar, demandas envolvendo cuidados infantis e aplicação do tempo livre em atividades de lazer) interferem nos resultados não relativos ao trabalho, tal como a qualidade dos relacionamentos, segurança familiar, desempenho dos papéis familiares e investimento de tempo no domínio não laboral (De Bloom et al, 2020;Kerman et al, 2022;Ten Brummelhuis & Bakker, 2012;Wood et al, 2022;Neves, 2019).…”

Section: Capítulo 1 Satisfação No (Tele)trabalhounclassified

“…Tais investigações usualmente cotejaram os resultados relativos a profissionais que se decidiram pela atuação remota permanentemente ou a título de experiência (Bloom et al, 2015) com aqueles advindos de profissionais atuantes em cenários tradicionais das organizações e escritórios. Grande parte dos estudos indicou que os trabalhadores que laboravam a partir do ambiente doméstico estavam mais satisfeitos com o ofício e com aspectos gerais da vida em comparação àqueles que trabalhavam presencialmente, embora alguns estudos tenham relatado efeitos nulos (Allen et al, 2015;Bellmann & Hübler,2021;Bloom et al, 2015;Fonner & Roloff, 2010;Gajendran & Harrison, 2007;Rupietta & Beckmann, 2018;Virick et al,2010;Wheatley, 2017;Wood et al, 2022;Neves, 2019).…”

Section: Capítulo 1 Satisfação No (Tele)trabalhounclassified

“…Especificamente, eles analisaram o contentamento com o tempo dedicado ao mister e a vida privada, todavia não foi aferida a satisfação laboral diretamente. Wood et al, (2022), alertam que a satisfação no trabalho em situações de atuação remota foi pouco pesquisada na literatura pré-pandêmica. Nesse sentido, DuBrin (1991) No que tange às políticas organizacionais, é possível afirmar que por exercerem influência direta nos comportamentos e atitudes dos profissionais, os organismos empregatícios não devem subestimar a importância dos preceitos instituídos, de modo que os mesmos devem ser incorporados nas discussões tecidas a fim de que possam ofertar contribuições para profissionais e organizações.…”

Section: Capítulo 1 Satisfação No (Tele)trabalhounclassified

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Preditores de satisfação do teletrabalhador

Umekawa¹

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DEDICATÓRIA "Porque Dele e por Ele, e para Ele, são todas as coisas; glória, pois, a Ele eternamente. Amém" (Romanos 11: 36) vi AGRADECIMENTOS Ao meu Senhor Jesus Cristo, fonte do mais sublime e genuíno amor. Autor e consumador de todas as obras, sem O qual este trabalho jamais teria sido possível. Aos meus amados pais, Dalva e Kou. Toda minha gratidão é ínfima face ao afeto, carinho, amizade, compreensão e cuidado que sempre dedicaram a mim. Aos meus estimados avós, Hanna, Shigueo, Terezinha e João, pelo legado deixado em meu coração.Ao meu querido tio José Antônio, exemplo de desprendimento e perseverança.À minha orientadora Thaís Zerbini, por estar sempre disponível partilhando conhecimentos e ofertando acolhida em momentos dificultosos.Aos membros integrantes da banca examinadora, pela leitura cuidadosa do material e prestimosos apontamentos.Aos meus colegas do Laboratório de Psicologia Organizacional e do Trabalho (LabPOT), pelas trocas tecidas e colaboração.A todos que, direta ou indiretamente, contribuíram para a consecução deste trabalho.vii

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Hybrid working from home improves retention without damaging performance

Bloom,

Han,

Liang

2024

Nature

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Working from home has become standard for employees with a university degree. The most common scheme, which has been adopted by around 100 million employees in Europe and North America, is a hybrid schedule, in which individuals spend a mix of days at home and at work each week1,2. However, the effects of hybrid working on employees and firms have been debated, and some executives argue that it damages productivity, innovation and career development3–5. Here we ran a six-month randomized control trial investigating the effects of hybrid working from home on 1,612 employees in a Chinese technology company in 2021–2022. We found that hybrid working improved job satisfaction and reduced quit rates by one-third. The reduction in quit rates was significant for non-managers, female employees and those with long commutes. Null equivalence tests showed that hybrid working did not affect performance grades over the next two years of reviews. We found no evidence for a difference in promotions over the next two years overall, or for any major employee subgroup. Finally, null equivalence tests showed that hybrid working had no effect on the lines of code written by computer-engineer employees. We also found that the 395 managers in the experiment revised their surveyed views about the effect of hybrid working on productivity, from a perceived negative effect (−2.6% on average) before the experiment to a perceived positive one (+1.0%) after the experiment. These results indicate that a hybrid schedule with two days a week working from home does not damage performance.

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Satisfaction with one's job and working at home in the COVID‐19 pandemic: A two‐wave study

Cited by 11 publications

References 82 publications

The Now Normal

The Now Normal

Preditores de satisfação do teletrabalhador

Hybrid working from home improves retention without damaging performance

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