Working from home vs working from office in terms of job performance during the COVID-19 pandemic crisis: evidence from China

Despite being a worldwide disaster, the COVID-19 pandemic has also provided an opportunity for renewed discussion about the way we work. By contextualizing in the early periods of China's ending of lockdown policy on COVID-19, this paper offers evidence to respond to an essential discussion in the field of working from home (WFH): In terms of job performance, can WFH replace working from the office (WFO)? The present study compares job performance in terms of quality and productivity between WFH and WFO from 861 Chinese respondents using entropy balance matching, a quasi-experimental methodology. Results reveal that WFH enhances job performance in terms of job quality but lowers it in terms of job productivity. In addition, the present study aims to capture and empirically measure the variations in fundamental job characteristics in terms of job control and job demand between WFH and WFO by applying the job demand control support model. More specifically, we find that job control items, such as ‘talking right' and ‘work rate', and job demand items, such as ‘a long time of intense concentration' and ‘hecticness of the job', are vital factors that contribute to how these differences exert influence on employees' performance in the context of the pandemic. © 2022 Australian Human Resources Institute (AHRI).

Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China: Journal of the Institue of Personnel Management Australia

Despite being a worldwide disaster, the COVID‐19 pandemic has also provided an opportunity for renewed discussion about the way we work. By contextualizing in the early periods of China's ending of lockdown policy on COVID‐19, this paper offers evidence to respond to an essential discussion in the field of working from home (WFH): In terms of job performance, can WFH replace working from the office (WFO)? The present study compares job performance in terms of quality and productivity between WFH and WFO from 861 Chinese respondents using entropy balance matching, a quasi‐experimental methodology. Results reveal that WFH enhances job performance in terms of job quality but lowers it in terms of job productivity. In addition, the present study aims to capture and empirically measure the variations in fundamental job characteristics in terms of job control and job demand between WFH and WFO by applying the job demand control support model. More specifically, we find that job control items, such as ‘talking right' and ‘work rate', and job demand items, such as ‘a long time of intense concentration' and ‘hecticness of the job', are vital factors that contribute to how these differences exert influence on employees' performance in the context of the pandemic.

Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China

Despite being a worldwide disaster, the COVID-19 pandemic has also provided an opportunity for renewed discussion about the way we work. By contextualizing in the early periods of China's ending of lockdown policy on COVID-19, this paper offers evidence to respond to an essential discussion in the field of working from home (WFH): In terms of job performance, can WFH replace working from the office (WFO)? The present study compares job performance in terms of quality and productivity between WFH and WFO from 861 Chinese respondents using entropy balance matching, a quasi-experimental methodology. Results reveal that WFH enhances job performance in terms of job quality but lowers it in terms of job productivity. In addition, the present study aims to capture and empirically measure the variations in fundamental job characteristics in terms of job control and job demand between WFH and WFO by applying the job demand control support model. More specifically, we find that job control items, such as 'talking right' and 'work rate', and job demand items, such as 'a long time of intense concentration' and 'hecticness of the job', are vital factors that contribute to how these differences exert influence on employees' performance in the context of the pandemic.