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Covid-19 has been one of the most disruptive pandemics to date. Among the other aspects of disruption, it also disrupted the way people work in organizations. Many of the organizations surrendered their offices for good. However, there are many ill effects of these unconventional work practices also. This research study aims to explore the perception of the employees towards the adoption of Virtual and flexible work practices. The study uses a conjoint analysis approach on different possible Work Practice Profiles, that specify the nature of work (Virtual, offline, or hybrid), nature of work schedule (flexible, or fixed), nature of ownership (individual, or team), and length of working hours (8.5 hours, or 9.5 hours or 10.5 hours). The study finds that the number of working hours is the most important criterion for the employees followed by mode of work, responsibility, and work schedule. © 2023 IEEE.
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Emotional intelligence has been found to have a significant impact on team performance and overall employee satisfaction levels, which in turn has been found to have an adverse effect on turnover intentions. The purpose of this quantitative, correlational-predictive study was to determine if and to what extent emotional intelligence (EI) predicts turnover intention (TI) in the employees of virtual Financial Technology (FinTech) organizations in the United States. The emotional intelligence theory by Mayer et al. (1990) and the theory of planned behavior by Ajzen (1985) were utilized as the theoretical foundations of this study. The data were collected on LinkedIn through convenience and snowball sampling from employees working virtually at FinTech organizations. A sample of n =120 was collected using the Wong and Law Emotional Intelligence Scale (WLEIS) by Wong and Law and the Turnover Intention Scale (TIS-6) by Roodt. The findings from multiple linear regression analysis indicated that the overall regression model was statistically significant, F(4,115) = 2.99, p = .022, R2 = .094. Due to the statistical significance, the subsequent hypotheses were tested to answer the overarching research question. The results indicated that the EI subscale items OEA and UOE did not significantly predict TI;however, SEA and ROE did significantly predict TI. These study findings contribute to both the theoretical foundations by expanding the additional predictors of TI in virtual FinTech organizations within the United States. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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It is constructed via community interchange philosophy, a research observes an impact related to relational or informational work environment over ethical business as well job involvement through corporate crises affected via pandemic of COVID-19. A works examination was conducted via freshly printed articles for locating studies concerning ethics of work environment and COVID-19 in current worldwide market. Including strategy of best practice with current circumstances, explain current learning basis, gap during practice & zones which might need improvement and further study. Outcomes indicate that to control such increase related to pandemic of COVID-19 did increase remoting working workplace with virtual work situation. Such outcomes can produce a necessity of experiential investigation for an impact related to virtual work environment as well as active behaviors for supporting such requirements or consequences related to persons that might be around red zone that or feeling misuse or abandonment although defensive, socially isolating and once occupied within a situation in social-distancing is mandatory. Research is established by analysis or assessment related to issued researches ae well as current workplace circumstances none of different forms of study. Small is common regarding ethical woke environment practice in era related to COVID-19, remote working, social-distancing or remote-working. research enhances body related to awareness within field. © 2023 University of Bahrain. All rights reserved.
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Human Resources jobs are becoming more and more challenging as the work dynamics are changing during the Fourth Industrial Revolution (4IR). The processes of organisations have improved, and machines have become more complicated, but the basic principles of organisational processes remain the same (Wang et al., Appl Psychol 70(1):16–59, 2021). In contrast, Human Resources is about dealing with people who are constantly changing in terms of behaviour, habits, thinking, or according to their circumstances, albeit personal or professional (Hembrom, HR Future:32–33, 2020). This makes organisational processes more difficult because, while managing and understanding people, their state of mind is more important when communicating with them (Bui, The roles of leaders in virtual working environment, 2020). Talking to people in person, Human Resources managers can view body language, facial expressions of the employee, among others, which is helpful during communication. However, with the COVID-19 pandemic where the workforce is mostly working virtually from home the situation is a bit more complicated. The turn of events in the 4IR during the COVID-19 pandemic has not been very encouraging for organisations and business being slow and layoffs across the world have brought new Human Resources challenges (Richter, Int J Inf Manage 55:102–107, 2020;Rosario, HR Future 2020(10):34–35, 2020). It could be contemplated that it is easier to communicate without paying attention to emotions. However, the impact it has on the employees and their families is immense. Human Resources, known for its empathetic attitude, understanding nature, for offering solace and support to the employees, is now no more than a robot, delivering messages without any feelings by Zoom or WhatsApp, based on a decision taken by the organisation. The aim of this chapter is to conceptualise a new dimension of Human Resources, where a change in strategy is required to manage virtual work in the ‘new normal'. Organisations may never return to the old ways of working. There might be a mix of both office and virtual work. For organisations that prefer to return to the ‘old normal' and do not allow for more flexible and virtual working practices, there is a very real risk that top talent will go elsewhere (Hubbard, Finweek, p 10. www.fin24.com/finweek, 2020;Waizenegger et al., Eur J Inf Syst 29(4):429–442, 2020). © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.
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As the COVID-19 pandemic disruption eased, surveys indicated many workers said they preferred to continue working from home at least part of the week (Alexander et al. 2021;Korn Ferry 2021;PricewaterhouseCoopers 2021). Likewise, many employers will consider flexible work arrangements to attract and retain the best talent (Robinson 2022, May 1). Given that a hybrid structure where employees work partly onsite and from home may be the new normal for many companies, it is important to consider what challenges this fundamental change in the workplace may present for employees and managers. For instance, how can teleworkers with less "face time” avoid being overlooked for career advancement? How can the social fabric of the work environment remain strong if coworkers are no longer in the office every day? In this classroom exercise, students are asked to consider the ramifications of remote work and generate ideas for enhancing its effectiveness. © 2022 NeilsonJournals Publishing.
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Natural catastrophes, human-made disasters, or as most recently pandemics can force governments to impose telework for their citizen. With Twitter data from the Covid-19 time, where telework was required in Great Britain for certain periods, we look at employees' experience of telework. Our preliminary results indicate a more positive perception of telework while it was enforced due to Covid-19 restrictions, compared to a regular telework period. In our future research, we plan to deepen the understanding of the employees' topics of concern and to develop a model explaining how enforcement affects their perception of telework. © 2022 Owner/Author.
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The COVID-19 pandemic has made virtual work more prevalent than ever. Building on the theoretical frameworks of network inertia and media affordances, this paper examines how network characteristics (tie strengths and heterogeneity), and media affordances (persistence and social presence) jointly influence virtual workers' intention to communicate with colleagues. Data from a U.S. nationally representative sample (N = 389) provided partial support for both theories. Tie strength and social presence had a significant impact on virtual workers' communication intention. Psychological heterogeneity influenced people's intention to approach colleagues, but demographic heterogeneity did not. Theoretical and practical contributions were discussed. © 2023 Western Social Science Association.
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Purpose: Lens of conservation of resources (COR) theory has been used to study how organizations can create resource passageways for their employees via managers. This has been examined in cross-cultural virtual work teams distributed across time and space within the high-resource loss context of the COVID-19 pandemic. Design/methodology/approach: Longitudinal field design was used in a transnational organization involving data collection at three times over eight months. At Time 1, qualitative methodology was used to propose a conceptual model. At Time 2 and Time 3, an online survey was used to collect data for 205 virtual work teams across 10 countries in the Asia–Pacific region pre and post "manager as coach” training respectively. Findings: Using COR theory, the study highlights that "manager as coach” training is an effective resource for managers in the high resource depletion context of the pandemic. Access to timely support increases saliency for the resource-gain spiral and has a cross-over impact on virtual work team outcomes suggesting transferability of resources from managers to subordinates. Also, managers across all nationalities view coaching training as an equally valuable resource. Practical implications: The study provides evidence for investment in timely and relevant support for managers to positively and swiftly impact virtual work teams during high-resource loss contexts. Originality/value: The study expands COR crossover theory across space and time dimensions using a longitudinal field research design. © 2023, Emerald Publishing Limited.
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COVID-19 pandemic may further decline productivity of the workforce in the future especially in higher education. This article aims to verify the significance of e-leadership as organizational factor, digital collaboration as job factor, and digital mastery as personal factor on the productivity of virtual work in higher education. Online survey and causal analysis were conducted for supporting this article. It's about 847 academic and non-academic staffs who were participating as the respondents. PLS based Structural Equation Modelling were utilized for structuring and calculating the collected data. The result of statistical analysis reveals that e-leadership affects positively and significantly but indirectly on the productivity of virtual work. Digital mastery and digital collaboration play moderating role in determining effect of e-leadership on work productivity. For maintaining and leveraging the productivity of employee in doing virtual work, the organization should direct leadership of academic managers as transformational leadership approach for developing digital mastery and encouraging digital collaboration. © 2021 IEEE.
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Work from Home (WFH) as a concept of Human Resource Management has been relatively new to Indian corporate culture and confined to comparatively few business sectors. In recent times and with the unfortunate backlash of the Covid-19 pandemic, almost all businesses and workplaces were forced to adopt this concept of 'work from home' as the only alternative to keep the employees productive and functional to whatever extent possible. This paper seeks to look at the concept of work from home as a new paradigm and preference under the sub-heads of Employee Efficiency and Perceived Productivity;Environmental Effects;Socio-Demographic Changes and Employer Factors. The methodology will be to obtain feedback from the current workforce about existing perceptions on these specific areas. Each group of individuals' feedbacks will be collated and analysed to see the perceptions between females vs. males;senior management vs. junior management;those with and without commitments at home;their income brackets, etc. The outcome of the study aims to corroborate if the concept of Work from Home can be effectively accepted and utilized to boost valuable human resources and prove beneficial to both employers and employees of a rapidly transforming digital India. [ FROM AUTHOR] Copyright of Cardiometry is the property of Cardiometry and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)
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Purpose This study investigates which factors are conducive to individual job performance in large-scale work from home (WFH) arrangements that rely on the current generation of technology, such as information and communications platforms. Design/methodology/approach The researchers proposed a research model based on research on WFH arrangements. The model was tested based on a survey of 1,183 respondents who engaged in large-scale WFH arrangements during an extensive national COVID-19 lockdown. Findings The proposed research model explains 41% of the variance in individual job performance in WFH arrangements. The findings show that the strongest positive predictors for job performance are home office quality and the reach and communication quality of information and communications platforms. A sense of professional isolation was found to have a negative impact. Originality/value This study is based on a unique situation of large-scale mandatory WFH arrangements that are comparable to a natural experiment, and it is one of the first studies to conduct an extensive exploration of WFH that relies on the current generation of digital technology.
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Purpose: Covid-19 has forced corporate, institutions, organizations both Government and non - Government to re- think the way they work and where they work. There is both more inclusivity and greater diversity. The paper attempts to study the acceptance of the virtual platform, its magnitude and the sustenance with regards to various sectors of the service industry in India. Design/Methodology/Approach: The study uses the Technology Acceptance Model as a basic model to explore the effects of variables like perceived usefulness, perceived ease of use, facilitating conditions and social influence on the intention to use various virtual platforms. Furthermore, the impact of social and facilitating factors adapted from Unified Theory of Acceptance and use of Technology has also been considered to study the effects on the attitude towards using these platforms. The paper is a questionnaire based primary research where convenience random sampling has been used and Exploratory Factor Analysis has been run on number of items. Findings: The study has shown how performance has the magnifying effect on the intention to use virtual platforms for work related tasks. Originality/Value: The insights from prior studies on the impact of work from home arrangements do not extend to the current context since these arrangements were mostly limited to a select group of workers and/or organizations and were often self-selected. The study gives concrete reasons for the adoption and sustenance of the virtual platforms.
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College students participate in work for a variety of reasons and evidence suggests multiple career development benefits from the experience. The COVID pandemic has transformed many of these work opportunities, including the Federal Work-Study (FWS) program. Pilot data from one university in the Southeast suggests comparable career development outcomes between in-person and virtual work-study placements. We consider these data in the context of a necessary and possible transformed work landscape. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The coronavirus disease (COVID-19) pandemic and its accompanying restrictive measures have led to a sudden digitalization of all areas of work and to many knowledge workers now working entirely from home. Especially, the use of information and communication technologies (ICT) has been associated with negative outcomes such as technology overload. Interacting with technology is dynamic and employees often have to face negative ICT events that are related to the technology's characteristics (e.g., system reliability). In this preregistered study, we aimed to link ICT events with employees' technology overload during a phase of intensive telework. In a daily diary study over the course of 2 weeks, we investigated how ICT events impact technology overload. Additionally, we explored how technology overload as well as professional isolation due to current pandemic-related restrictions impacts employee strain. Multilevel regression modeling was used to explore the described relationships. ICT events were a significant predictor of technology overload and a significant interaction effect of objective technology expertise was found. Technology overload further impacts ICT-related strain. No significant effects were found regarding professional isolation. Gaining a better understanding of the relationship between ICT events, technology overload, and technology expertise during a phase of extensive telework will help to develop training and support for employees to improve their interaction with virtual communication systems during times of social distancing and beyond. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The COVID-19 pandemic has caused a record global crisis, particularly and extremely, for the service sectors. Due to extensive security measures, many service sector employees have to work remotely to maintain services. Drawing upon the conservation of resources theory, this research investigates the impact of servant leadership on the task performance of employees in virtual working environments during the COVID-19 crisis. Our theoretical model was tested using data collected from 335 individual employees in the education sector of Pakistan. SPSS version 26.0 was applied to find the hypothesized relationship between the study variables. To find the indirect mediating effect, we applied Model 4; for moderation, we applied Model 1; and for the moderation and mediation effect, we applied Model 7 of the Process Macro model of Hayes. The results of the study revealed that servant leadership is positively related to task performance in a virtual environment during crises. Furthermore, psychological empowerment partially mediates the relationship between servant leadership and task performance. Perceived supervisor support positively moderates the relationship between servant leadership and task performance. Moreover, the indirect effect of servant leadership on task performance via psychological empowerment is moderated by perceived supervisor support. The results provided guidance to the educational sector on how to lead effectively in times of crisis when service sector employees work predominantly in virtual environments. The theoretical and practical implications of these findings are discussed.
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Purpose>This paper aims to investigate work–life balance and job satisfaction in the emerging virtual work environments among women in patriarchal Nigerian society.Design/methodology/approach>Data were collected with structured and semi-structured questionnaire from 316 participants who signed up for online affiliate marketing programs in Nigeria. The data were analysed with descriptive statistics, while the hypotheses were tested with partial least squares structural equation modelling.Findings>The outcomes indicate insignificant conflict in the interface between remotely working from home and the discharge of family care responsibilities among married Nigerian women. Also, the women derive significant job satisfaction from virtual work settings. Outcomes from the semi-structured interviews indicate that Nigerian women receive more support in indoor household chores than outdoor household chores while performing virtual work duties from home locations with housemaids being the highest source of such support.Originality/value>This study extends work–life balance literature from the traditional work environments to the emerging virtual work settings in Africa by providing empirical evidence that the emerging virtual work settings do not result in work–family conflict but rather yield significant job satisfaction among Nigerian women.
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PurposeThe COVID-19 pandemic has forced global organizations to adopt technology-driven virtual solutions involving faster, less costly and more effective ways to work worldwide even after the pandemic. One potential outcome may be through virtual global mobility (VGM), defined as the replacement of personal physical international interactions for work purposes with electronic personal online interactions. The purpose of this article is to establish VGM as a theoretical concept and explore to what extent it can replace or complement physical global work assignments.Design/methodology/approachThis perspectives article first explores advantages and disadvantages of global virtual work and then discusses the implementation of VGM and analyses to what extent and how VGM can replace and complement physical global mobility.FindingsRepresenting a change of trend, long-term corporate expatriates could become necessary core players in VGM activities while the increase of the number of global travelers may be halted or reversed. VGM activities will grow and further develop due to a continued rapid development of communication and coordination technologies. Consequently, VGM is here to stay!Originality/valueThe authors have witnessed a massive trend of increasing physical global mobility where individuals have crossed international borders to conduct work. The authors are now observing the emergence of a counter-trend: instead of moving people to their work the authors often see organizations moving work to people. This article has explored some of the advantages, disadvantages, facilitators and barriers of such global virtual work. Given the various purposes of global work the authors chart the suitability of VGM to fulfill these organizational objectives.
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The COVID-19 pandemic has led to a substantial increase in the use of remote work for occupations where this modality is feasible. This paper speculates on the likely outcome of this unplanned experiment by asking what might happen if we never go back to the office. I predict that: (1) managers will find an adjustment to permanent remote work difficult, (2) some tasks will become increasingly difficult to perform, (3)female employees will suffer, (4) many employees will respond positively to doing away with the office, but this response will be far from universal, and (5) organizations will thrive, particularly organizations that are already rich and powerful.
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Purpose The COVID-19 pandemic has forced global organizations to adopt technology-driven virtual solutions involving faster, less costly and more effective ways to work worldwide even after the pandemic. One potential outcome may be through virtual global mobility (VGM), defined as the replacement of personal physical international interactions for work purposes with electronic personal online interactions. The purpose of this article is to establish VGM as a theoretical concept and explore to what extent it can replace or complement physical global work assignments. Design/methodology/approach This perspectives article first explores advantages and disadvantages of global virtual work and then discusses the implementation of VGM and analyses to what extent and how VGM can replace and complement physical global mobility. Findings Representing a change of trend, long-term corporate expatriates could become necessary core players in VGM activities while the increase of the number of global travelers may be halted or reversed. VGM activities will grow and further develop due to a continued rapid development of communication and coordination technologies. Consequently, VGM is here to stay! Originality/value The authors have witnessed a massive trend of increasing physical global mobility where individuals have crossed international borders to conduct work. The authors are now observing the emergence of a counter-trend: instead of moving people to their work the authors often see organizations moving work to people. This article has explored some of the advantages, disadvantages, facilitators and barriers of such global virtual work. Given the various purposes of global work the authors chart the suitability of VGM to fulfill these organizational objectives.
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The coronavirus disease 2019 (COVID-19) pandemic has resulted in the acceleration of telehealth and remote environments as stakeholders and healthcare systems respond to the threat of this disease. How can infectious diseases and healthcare epidemiology expertise be adapted to support safe care for all?