ABSTRACT
Purpose: This study examined employees' experiences of remote work and the impact of remote work on working life. Design/methodology/approach: This was a mixed-methods study undertaken in three Finnish nonprofit firms. In total, 1,154 respondents took part during the first and second COVID-19 waves in Finland. Findings: COVID-19 remote working saved employees' and businesses' financial resources;increased job satisfaction, firms' performances and employee employment opportunities;and positively affected organizations' trust outcomes. This study found that female team leaders were significantly more likely than male team leaders to trust team members' data protection abilities. In addition, remote work can reduce climate pollution. Remote work during the COVID-19 pandemic also affected the social lives of the employees and work relationships and led to a reduction in physical activity levels and work overload. Research theoretical implications: The main theoretical contributions of this study are the identification of remote working characteristics during the COVID-19 pandemic, positive/negative outcomes of remote working, and further forms measurable propositions. This study contributes to the change management literature and opens up new avenues for future research. Practical implications: This study can help managers to better understand and lead employees at a time when significant numbers continue to work remotely. Continued work in this field is important because organizations are required to be agile in a changing operating work environment. Given that home-based work has become the new normal, organizations may need to update their data protection rules and address organizational trust issues. Social implications: Social effects can be seen as an increased understanding of the effects of remote work in the colleague network. Although remote work suits many employees, they also wish to see their colleagues occasionally. Thus, a mix of remote work with some in-office time may be a more attractive option than remote work only. Originality/value: The integrated multidimensional framework applied in this study is based on research findings. The framework is dynamic and can be further expanded with new findings, serving as a theoretical basis to guide future research. © 2023, Emerald Publishing Limited.
ABSTRACT
Employee trust, and increasingly its absence, is a critical topic for researchers and practitioners interested in social relations in the context of work and organizing. Employee trust repair is particularly important in the current disrupted work environment, due to unpredictable changes such as the Covid-19 pandemic and the uncertainty those bring to our lives. It is not surprising that employee trust is attracting increasing interest among researchers and practitioners alike. In this article, we systematically review and take stock of the research on trust repair conducted in the past two decades to provide comprehensive insights and future research directions for researchers and managers. In our review, we propose that early use of trust repair strategies in response to small violations, prevents these violations escalating into larger violations, and hence, enhances the efficiency and effectiveness of trust repair with employees. We conclude by describing future directions.