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Hoping to increase the productivity of their employees, firms provide and expect their employees to use approved mobile apps. However, despite an intuitive appeal, the relationship between information technology usage and productivity is still seen as paradoxical. This study examines the relationship between employees' experience and engagement with business mobile apps provided by employers and its effects on employee work productivity.

Data from respondents who use employer-provided business apps were used to test the hypotheses. Measurement-corrected latent scores extracted from the PLS measurement evaluation were used in regression-centric assessment using PROCESS.

Results indicate that employee-users’ experience-based attributions of the business app, i.e. customization, performance quality and compatibility, have positive effects on productivity mediated by participation intensity. Further, work type (retail vs non-retail) and the depth of the employee user’s experience moderate experience-based attributions' indirect effects on productivity.

Unlike previous studies delving into this topic, this study focuses solely on the mediation and moderation effects for hypothesis testing. Specifically, this study investigates effects conditional on work type (retail vs non-retail), which the authors believe has significant implications for retailing. These findings have interesting implications for both future research and managers.

This paper aims to answer the question of the future of work-from-home (WFH) from the position of productivity and employee well-being. In this research, the authors studied the future of WFH by analyzing perceived home productivity and work–life balance (WLB) in the WFH environment. This paper attempts to say that WFH is here to stay, and business leaders should acknowledge this fact and adjust their strategy.

The authors used a heterogeneous sampling method, surveying 1,157 employees in Mexico on productivity and WLB. The authors did three independent interventions in different pandemic stages: beginning – in 2020, peaking – in 2021, and calming down – in 2022. The authors used contingency table analysis to research the influence of perceived productivity and WLB in WFH on employees’ propensity to WFH.

The results show that employees perceive productivity the same or higher when WFH and WLB same or better. The findings of this study are a wake-up call for managers who refuse to embrace changes in employees’ perceptions and needs. Companies refusing to acknowledge the existing need for WFH may face significant challenges in terms of employee satisfaction and retention.

This study contributes to the broader literature by addressing whether WFH is here to stay. The dynamics of returning to office vary from country to country, industry to industry and business to business. This paper is an answer to the future of WFH for Mexico and the Latin American region.

Este artículo tiene como objetivo responder a la pregunta sobre la relevancia del futuro del trabajo desde casa (WFH por sus siglas en Inglés) desde la perspectiva de la productividad y el bienestar de los colaboradores. En esta investigación, se estudia el futuro del trabajo desde casa analizando la productividad percibida y el equilibrio entre la vida laboral y personal en el entorno del trabajo desde casa. Este documento intenta decir que el trabajo desde casa llegó para quedarse y que los líderes empresariales deberían reconocer este hecho y ajustar sus estrategias.

Se ha utilizado un método de muestreo heterogéneo, encuestando a 1157 colaboradores que trabajan en México sobre el tema de productividad y balance vida-trabajo (WLB por sus siglas en Inglés). Se realizaron tres intervenciones independientes en diferentes etapas de la pandemia del COVID-19: al inicio (2020), un año despúes que fué el pico (2021) y finalmente cuando está a la baja y en calma (2022). Se utilizaron diversas herramientas estadísticas como el análisis de tablas de contingencia para investigar la influencia de la productividad percibida y el WLB en el trabajo desde casa en los colaboradores que son propensos a trabajar desde casa.

Los resultados muestran que los colaboradores perciben la productividad igual o mayor cuando trabajan desde casa y el balance vida-trabajo son iguales o en ocasiones mejores. Los hallazgos de este estudio son para llamar la atención de los directivos y gerentes que se niegan a aceptar que han existido cambios y ajustes en las percepciones y necesidades de los colaboradores en las maneras de realizar el trabajo. Las empresas que se niegan a reconocer la necesidad existente de trabajar desde casa pueden enfrentar desafíos importantes en el corto plazo en términos de satisfacción y retención de los empleados.

Este estudio contribuye para ampliar la literatura y poder abordar el tema de las modalidades de trabajo, en particular para profundizar si el trabajo desde casa (WFH) llegó para quedarse. Así mismo, se puede mencionar que la dinámica del regreso a las oficinas puede variar de un país a otro, de una industria a otra y de una empresa a otra, ofreciendo una variedad de reflexiones y puntos de vistas, finalmente este documento es una respuesta a la reflexión sobre el futuro del trabajo, los beneficios del trabajo en casa para México y para la región de LATAM.

Este artigo pretende responder à questão sobre a relevância do futuro do trabalho a partir de casa (WFH, Work from home, por suas siglas em inglês) na perspetiva da produtividade e do bem-estar dos colaboradores. Nesta investigação, o futuro do trabalho a partir de casa é estudado através da análise da produtividade percebida e do equilíbrio entre vida pessoal e profissional no ambiente de trabalho a partir de casa. Este artigo tenta dizer que o trabalho a partir de casa veio para ficar e que os líderes empresariais devem reconhecer este facto e ajustar as suas estratégias.

Foi utilizado um método de amostragem heterogêneo, pesquisando 1.157 funcionários que trabalham no México sobre o tema produtividade e equilíbrio entre vida profissional e pessoal (WLB). Foram realizadas três intervenções independentes em diferentes fases da pandemia da COVID-19: no início (2020), um ano após o pico (2021) e finalmente quando estava em declínio e calma (2022). Várias ferramentas estatísticas, como a análise de tabelas de contingência, foram utilizadas para investigar a influência da produtividade percebida e do WLB no trabalho em casa em funcionários propensos a trabalhar em casa.

Os resultados mostram que os colaboradores percebem uma produtividade igual ou superior quando trabalham a partir de casa e que o equilíbrio entre vida pessoal e profissional é igual ou por vezes melhor. Os resultados deste estudo são para chamar a atenção de diretores e gestores que se recusam a aceitar que tenham havido mudanças e ajustes nas percepções e necessidades dos funcionários nas formas de fazer o trabalho. As empresas que se recusam a reconhecer a necessidade existente de trabalhar a partir de casa podem enfrentar desafios significativos a curto prazo em termos de satisfação e retenção dos colaboradores.

Este estudo contribui para ampliar a literatura e poder abordar a questão das modalidades de trabalho, em particular para aprofundar se o trabalho em casa (WFH) veio para ficar. Da mesma forma, pode-se mencionar que a dinâmica de retorno aos escritórios pode variar de um país para outro, de uma indústria para outra e uma empresa para outra, oferecendo uma variedade de reflexões e pontos de vista. Em última análise, este documento é um resposta. para refletir sobre o futuro do trabalho, os benefícios de trabalhar em casa para o México e a região LATAM.

This research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India.

Data from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros.

The results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity.

This study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases.

The three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.

This paper has three aims: Firstly, it puts the pandemic-induced surge in homeworking into context by charting trends in homeworking in the UK since the early 1980s. Secondly, it examines what effect the growth in homeworking during the pandemic has had on employees' self-reported levels of productivity. Thirdly, it assesses whether the spike in homeworking is a flash in the pan or a permanent feature of the post-pandemic world.

The paper uses cross-sectional and longitudinal data taken from three nationally representative surveys of workers: (1) the Labour Force Survey (LFS), an official government survey carried out between 1981 and 2019; (2) a special module of the Opinions and Lifestyle Survey (OPN), also an official government survey, which has been run every week since the pandemic began in March 2020; and (3) the Understanding Society Covid-19 Study, an online survey of the same people interviewed on six occasions during 2020.

The recent surge in homeworking in the UK during the pandemic has been dramatic. Before 2020, it had taken almost 40 years for homeworking to grow by three percentage points, but its prevalence grew eight-fold virtually overnight as people were instructed to work at home if they can because of the pandemic. Despite theories and predictions to the contrary, employees reported that their productivity was not adversely affected. Seven out of ten employees said that they were able to get as much done while working at home in June 2020 as they were able to do six months earlier. By September 2020, this proportion had risen to 85%. However, around one in six homeworkers reported that their productivity had fallen.

While there are solid theoretical reasons for the paper's findings, these data do not allow us to test all of the mechanisms involved. In addition, our outcome measure relies on employees' self-reports of how their hourly productivity changed when working at home and is not based on a direct measure of changes to output per hour. However, surveys of employers also suggest that, on average, productivity has not been reduced by the pandemic-induced surge in homeworking.

This paper argues that a higher level of homeworking is here to stay. Nine out of ten employees who worked at home during the pandemic said that they would like to continue working at home when they did not have to. Furthermore, those keenest to continue working at home were the most productive, hence providing a business case for a sustained increase in the prevalence of homeworking after the pandemic has passed. Nevertheless, the experience of homeworking varies with those with higher domestic commitments reporting significantly lower levels of productivity.

There is an urgent need to investigate what effect enforced, as opposed to voluntary, homeworking has had on employee productivity. In addition, in order to decide whether continued homeworking should be encouraged or discouraged, policymakers and employers need to know what effect continuing with these arrangements is likely to have on employee productivity. This paper answers these questions using robust survey data collected in the UK throughout 2020, complemented by evidence taken from a variety of employer surveys.

This study investigates the effect of managerial ability on labor productivity by analyzing various methods in the firm-year panel data of listed firms in South Korea from 2002 to 2019. Managerial ability was analyzed using the measurement method of Demerjian et al. (2012), while labor productivity was analyzed using value-added and sales. The authors find that managerial ability has a positive effect on labor productivity. In other words, the productivity of employees improves with the appointment of a manager with higher abilities. The study’s findings suggest that firms should consider managerial ability as a means of improving labor productivity.

Enterprise social media (ESM) applications offer new opportunities for organizations to mobilize employees for open innovation, by promoting innovation beyond traditional R&D functions. Despite the popularity and success of these applications, current research has yet to fully explore the potential of ESM applications as a driver of employee-driven innovation, specifically through advancements in innovation culture. To fill this gap, this study proposes a theoretical framework that explains the role of ESM applications in facilitating employee innovation.

The authors administered a cross-sectional survey to collect data from professionals who use ESM applications regularly at work. Following a pilot study and instrument refinement, the authors conducted a field study to test measurement and the structural model by using the partial least square-structural equation modeling (PLS-SEM) method.

The findings of this study support the validity of the proposed theoretical model. First, the results confirmed the three antecedents of ESM use for innovation: perceived innovation possibilities enabled by ESM technology, the expected value of ESM use for innovation and organizational support for using ESM applications for innovation. Next, the results confirmed the importance of ESM use in encouraging individual innovation productivity in terms of product/service innovation, process innovation and social innovation. Finally, the results corroborated the mediating role of risk-taking and knowledge-sharing culture in the use of ESM to increase innovation productivity.

The findings presented here have implications for theory and practices that would concern fostering a supportive environment and building an organizational culture that promotes employees' innovation behavior (internal open innovation) by using social technologies.

The need for accelerating innovation is exacerbated as organizations struggle to either adapt or perish in this unforgiving condition due to the COVID-19 disruption. To address this issue, many organizations have embraced employee-driven participatory innovation to survive and thrive albeit the uncertainties. This study aims to investigate the role of enterprise social media (ESM) in supporting and facilitating these efforts.

This study first identified the underlying mechanisms that allow ESM use to foster and maintain participatory innovation and then reexamined how these mechanisms played out during the COVID-19 lockdown restrictions. The data was collected through a questionnaire in two phases, before and during work-from-home mandates, and the results were analyzed and compared to capture similarities and differences.

The results revealed that innovation culture and management support mediated the effects of ESM use on three measures of innovation productivity in both conditions. Interestingly, the effect of ESM use was more prominent in driving innovation in the work-from-home condition. This effect was not limited to the direct effect of ESM use on innovation productivity but on innovation culture and management support as well.

The results suggest that ESM offer a potentially useful path to support and enable employees to participate in the innovation processes, especially when they work remotely or in a distributed team. More generally, this paper should be of interest to researchers and practitioners interested in understanding, implementing and evaluating enterprise social software applications and encouraging employee-driven participatory innovation.

This study focuses on work from home (WFH) issues faced by faculty members of higher education institutes in India during the coronavirus infection (COVID-19) pandemic. The study aims to understand the impact of these issues on faculty productivity. The study also analyzes the moderating effect of information technology (IT) training on the relationship between work- from-home issues and faculty productivity.

This study is quantitative. Data were collected from 215 faculty members working in higher education institutes in India. Correlation and hierarchical regression analysis have been used to analyze the data.

The analysis revealed that online teaching, lack of technology acceptance, poor working environment and work–life conflict negatively impacts faculty productivity. Thus, IT training work as a moderator plays an important role in reducing the WFH issues mainly Online Teaching, Lack of Technology acceptance & Poor Working Enviornment by increasing faculty productivity. IT training work does not moderate the relationship between work–life conflict and faculty productivity.

This research is limited to the higher education sector; the research limits the generalization of the higher education sector's finding to other sectors.

The findings would help policymakers and educational institutes to explore the use of digital technology to break boundaries of workplace and education institutes to disseminate knowledge to a global level. The findings also help to understand how the workplace is essential for the smooth functioning of tasks of the institute.

The study will also help management, institute, organization, society and individuals to change their mindset that education can be imparted through online mode in a better way with the help of digital technology.

There is a scarcity of research work examining WFH issues in conducting mandatory online classes due to COVID-19 pandemic and COVID-19's relation to faculty productivity in the higher education sector. This study contributes to the knowledge regarding the impact of COVID-19 on faculty productivity in the education sector.

New ways of working have rapidly increased in organizations, promising employees a better control over their work time, space, and more autonomy. The present study analyzes the relationship between new ways of working and employee engagement and productivity.

A survey was conducted to evaluate organizational practices developed based on flexible schemes and the relevance of employee engagement for better productivity based on digital tools. Data were analyzed using structural equation modeling.

New ways of work requires an integration of workspaces' design, social interaction, and individual wellness. Organizations need to recognize how employees' trust, commitment, and passion are fundamental to face current and future changes. Flexibility in time and space and digital tools for work are critical.

A personalization of organizational practices to support individual well-being and flexible and hybrid schemes of work are needed. Developing policies collaboratively to work together respectfully in a hybrid environment is necessary.

Hybrid work format is allowing women to balance career and childcare, reducing the wage gap with men. The green imperative has also played a role reducing the amount of carbon monoxide produced via commuter.

The present study exposes how organizational practices must ensure employee well-being and autonomy to perform their tasks. In this regard, employees need to be recognized as individuals, physically and mentally. Attempting to force a one-size-fit-all solution can have detrimental effects on the workforce, particularly on women, people of lower socioeconomic status, and people in less advanced economies. Personalization requests empowerment and democratization at work.

Telecommuting can reduce traffic congestion, energy consumption, prevalence and a death toll of COVID-19 among employees due to less transportation and fewer physical contacts among employees, on the one hand, and efficiently develop their use of information and communications technology, on the other hand. In this regard, the present study aims to explore antecedents and consequences of telecommuting in public organizations.

The study used a descriptive survey method to collect data. The statistical population includes all employees of government organizations in West Azerbaijan province in 2020, which according to the collected information, their number is equal to 63,079 employees. Based on Cochran's formula, a sample size of 686 people was obtained; stratified random sampling was used to select sampling. The process of calculating the sample volume was such that after referring to the preliminary sample and processing the collected data, the variance of the given answers was approximately 0.446. After obtaining the variance of the data, assuming a maximum acceptable error of 5% and a significance level of 0.05, the Cochran's formula calculated the sample size to be 686 people. In order to collect and measure data for the study, a standard questionnaire and the collected data were analyzed using structural equation modeling.

Findings indicate that there is no meaningful relationship between the employees' physical job conditions or the quality of their life with telecommuting and that telecommuting does not have a significant effect on their life. However, job burnout, training and telecommuting experience have a significant positive effect on telecommuting, which in turn has a positive and significant effect on job security, job flexibility, organizational performance and overall productivity of employees.

This research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of employee isolation and telecommuter organizational commitment.

This study hopes to contribute to the increase of the scientific knowledge in the telecommuting field and to allow organizations to rethink the telecommuting strategies to optimize resources and costs and to improve the organization's productivity without harming the quality of life and well-being of their workers.