Search results

This survey study among 111 teleworkers in a bank organization investigated the relationship between telework intensity and individual productivity, and whether this relationship was mediated by employees’ intrinsic motivation. Also the moderating role of office hours in the model’s associations was studied. Based on the Job Demands-Resources Model (Bakker & Demerouti, 2007) and the professional isolation literature (e.g., Golden, Vega, & Dino, 2008), we developed and tested a set of hypotheses. Partly in line with expectations, we found a direct curvilinear relationship between telework intensity and individual productivity, characterized by a slight, non-significant positive association at the low telework intensity end, and a significant negative association for the high telework intensity end. Strikingly, we neither found support for a mediating role of intrinsic motivation, nor for a moderation effect of the number of office hours in the relationship between telework intensity and intrinsic motivation. However, the direct relationship between telework intensity and individual productivity appeared to be moderated by the number of office hours. It was concluded that consequences for productivity are contingent on telework intensity, and that the number of office hours has an important impact on the consequences of different telework intensities. The study’s outcomes can inform management and HR practitioners to understand how to implement and appropriately make use of telework.

The purpose of this paper is to analyse the contribution of human resource (HR) commitment practices to firm performance through the adoption of workplace practices that require the organisational climate created by HR commitment practices.

The approach is a survey of 156 Spanish firms and statistical test of research hypotheses through structural equation modelling.

The results indicate that the extent that employees have access to HR commitment practices and HR social benefits is positively related to the intensity of telework adoption. Firm performance is positively associated to the intensity of telework adoption, functional flexibility and internal numerical flexibility, and negatively related to external numerical flexibility. HR commitment practices impact directly and indirectly on different measures of firm performance.

Cross‐sectional, survey‐based data that cannot infer causality. Longitudinal and qualitative designs are needed to get a better understanding of the relationships. A follow‐up study of employees perception of several variables analysed in this study (e.g. access to HR commitment practices and employee benefits) could reveal possible contradictions between what policies managers claim there exist, and what policies employees perceive to exist.

The adoption of HR commitment practices can facilitate the organisational change required by the adoption of telework.

The findings provide evidence that HR commitment practices are indirectly related to firm performance through their effects on the use of flexibility practices like telework that require organisational climates containing high levels of trust.

This study aims to analyze the relationship between telework and teleworkers’ characteristics and the work-nonwork conflict (WNWC) in the Brazilian context, investigating time spent in eight nonwork dimensions and the more affected dimensions.

The study was quantitative and descriptive. A survey was conducted with 299 professionals’ teleworking in Brazil. Data analysis was conducted through descriptive statistics, Pearson’s correlation and analysis of variance.

Results show diversified interests other than work and family among teleworkers, variation within the affected nonwork dimensions in the WNWC, and that teleworkers’ WNWC is negatively associated with time flexibility and manager support and positively associated with individual preference for segmentation as a boundary management strategy.

The study highlights the need to include more nonwork aspects in telework studies to influence organizational practices. The main limitation is the nonprobabilistic sample.

Knowing more about teleworkers’ WNWC will help organizations improve lives by implementing practices and building a cultural environment that preserves nonwork time.

The study reinforces demands from new family arrangements and an aging society: organizations have to prepare to have teleworkers who want or need to dedicate time to interests besides family or children.

It progresses towards a broad understanding of nonwork besides family to understand teleworkers’ WNWC.

The COVID-19 pandemic forced many employees to work from home, resulting in new demands that might cause older workers to reevaluate their retirement decisions. Building on the extended Job Demands-Resources model, which explains work-related outcomes in times of crisis, this study investigated the change in older workers’ intention to continue working during COVID-19 and the role of ICT-related strain and social support during teleworking.

A two-wave longitudinal study was conducted among 1,406 older workers (i.e. 50 years or older). Data were collected before the COVID-19 pandemic (2019: T1) and during the pandemic (2021: T2). In total, 967 older workers completed the survey at both waves.

Older workers’ nearing retirement experienced a decline in intentions to continue working during the pandemic, while intentions of older workers further away from their retirement increased. At T2, the negative relationship between telework intensity and the intention to continue working was mediated by ICT-related strain. Perceived social support at work seems to buffer the negative impact of telework intensity on ICT-related strain.

This study provides valuable insights into factors that may stimulate older workers' workforce participation by investigating effects of ICT-related strain and social support during telework. Organizations can implement interventions that enhance job resources and reduce job demands during telework to help mitigate ICT-related strain and postpone retirement.

The purpose of this paper is to investigate the relationships between theoretically grounded telework factors and various individual and organizational outcomes of telework (overall satisfaction with telework, perceived advantages of telework, career opportunities and self-reported productivity).

Based on a literature review, ten telework factors that may affect individual and organizational telework outcomes were identified and empirically tested using the survey data of 128 teleworkers exercising different telework intensity and representing various sectors of the economy.

The bundle of theoretically selected variables explained a significant part of the variance of telework outcomes. Reduced communication with co-workers, supervisor’s trust and support, suitability of the working place at home were found to be the most important telework factors impacting different telework outcomes. Higher self-reported productivity was related to reduced time in communicating with co-workers, a suitable working place at home and the possibility to take care of family members when teleworking.

This study provides insights about the management of telework in organizations by highlighting the factors that promote the satisfaction, productivity and perceived career opportunities of teleworkers.

This paper challenges the results of previous research on the factors related with telework and its outcomes. Based on the job demands-resources theory, the authors identified the factors that serve as resources in generating positive telework outcomes, and the factors increasing job demands and reducing satisfaction with telework.

This study aims to identify an effective work design for telework practices in Thailand by investigating the influence on employee work engagement and job stress of job demands and resources in three domains of work characteristics – task, social and contextual.

In total, 1,052 high-intensity teleworkers participated in our online survey. Nested model comparisons and chi-square difference tests were used to test the significance of the three domains of work characteristics by comparing changes in model fit associated with the removal of the parameters associated with each domain. The best fit model was then used to examine the hypothesized relationships.

The results revealed that each domain of work characteristics provides additional and meaningful insights on employee outcomes. For telework practices in Thailand, supervisor support and work autonomy, the job resources specified respectively in the social and task domain can enhance work engagement. In contrast, supervisor surveillance and communication overload, the job demands in these respective domains can lead to job stress. Additionally, telework contextual demands of blurred work–life boundaries reduce employee work engagement. Communication overload has paradoxical outcomes of increased job stress and improved work engagement.

This study contributes to the work design and telework literature by applying an integrative work–design approach to demonstrate that organizations should consider both job demands and resources in a wider context of work design. This study also provides insights in respect of Thai cultural values to explain the effective design of telework practices in Thailand, a country where telework is relatively new and the work–design literature is very limited. This study is useful for international business managers wishing to adopt telework practices in Thailand to localize how telework is organized and ensure a smooth transition to the new world of work more successfully in the post-pandemic period.

Drawing on boundary theory, this study aims to analyse whether the intensity of working from home will be related to higher exhaustion through family boundary permeability, with this relationship being more robust when overwork climate is high.

In this paper eight hundred eighty-three white-collar employees working from home during the COVID-19 pandemic in Lithuania were surveyed online.

The results confirmed the hypotheses, demonstrating that family boundary permeability may explain the relationship between telework intensity and exhaustion. Furthermore, the mediating relationship between the intensity of working from home, family boundary permeability and exhaustion were moderated by overwork climate. Employees who felt the pressure to overwork were more likely to have a more permeable family boundary when working from home and appeared to experience a much higher psychological cost in terms of emotional exhaustion.

The study provides an insight into the relationships between the intensity of working from home, boundary permeability and exhaustion and their boundary conditions when working from home during the COVID-19 pandemic.

Employing the “Job demands-resources (JD-R)” framework, this study examines the impact of co-occurring social supports (supervisor, coworker, and family support) on the telework environment and employee engagement.

The study uses a multimethod approach. Data from 294 employees belonging to Indian technology organizations were collected and analyzed using the partial least squares (PLS)-based structure equation modeling software SmartPLS4. Following this, necessary condition analysis (NCA) was carried out using the NCA package for R.

Telework environment was found to mediate the relationship between social support and work engagement. Supervisor support and instrumental family support were identified as predictors as well as necessary conditions for telework environment. Coworker support was identified both as a predictor and necessary condition for telework environment. Although emotional family support was found to be a predictor of telework environment, it was not identified as a necessary condition.

The findings indicate that coworker support and family instrumental support are as important for telework success as supervisor support. Moreover, our findings suggest that varying levels of telework environments (low, moderate, and high) may necessitate distinct social support configurations. Consequently, organizations should match their social support configuration to match their overall teleworking strategy.

A basic premise of the JD-R framework is that resources exist in caravans (bundles). However, previous research (in telework) has concentrated on only one or two kinds of social support, that too in varying situational contexts, limiting generalizability of the findings. This has also produced inconsistent conclusions concerning the role of support providers such as coworkers and family. Recent developments in JD-R also suggest that the role of resources may vary in terms of their importance (necessity) for work engagement. By augmenting standard regression-based techniques with NCA, the authors explore these issues to provide a more thorough understanding of the influence of social supports on work engagement in telework situations.

The purpose of this paper is to develop and test a theoretical model that predicts a teleworker’s job satisfaction.

By drawing on the technostress model and job characteristics theory, this study proposed a theoretical model. The proposed model was tested through a survey of 258 teleworkers from two global IT companies that have adopted telework programs.

The results show that technology and job characteristics jointly induce teleworkers’ technostress, which in turn reduces their job satisfaction. The results also indicate that the manner in which technology and job characteristics influence teleworkers’ technostress varies depending on the intensity of teleworking (IOT). Interestingly, this study finds that teleworkers with a low IOT are more vulnerable to technostress than those with a high IOT.

By discussing the magnitude of the different factors that determine teleworkers’ technostress and job satisfaction, this study contributes to a more nuanced understanding of teleworkers’ challenges. The study provides insights and prescriptive guidelines that will help managers and companies develop strategies to maximize the benefits of teleworking implementation.

This study provides insights and prescriptive guidelines for managers or companies to develop strategies to maximize the benefits of teleworking implementation.

This paper is one of the first to develop and empirically test an integrated model of technostress and job characteristics. The paper outlines relevant research avenues for researchers investigating remote work and virtual collaboration.

This study aims to develop a framework that explains how and when telework is related to emotional exhaustion and task performance, by conceiving work overload as a mediator and self-leadership as a moderator. For this purpose, two studies were conducted. Study 1 aims to understand whether telework would be related to emotional exhaustion and task performance and if work overload would mediate such relationships. Study 2 aims to analyze whether self-leadership was a significant moderator of the mediated relations found in Study 1.

The hypotheses were tested in a sample of 207 (in Study 1) and 272 (in Study 2) participants, which were exclusively teleworking. The results were analyzed using PROCESS macro in SPSS.

The results of Study 1 showed that telework dimensions were negatively related to work overload, which consequently decreased emotional exhaustion and increased task performance. In Study 2, self-leadership moderated the indirect effect of work overload on the relationship between telework and emotional exhaustion, such that the indirect effect was stronger for those who scored higher in self-leadership. However, it was not significant for task performance.

This paper adds to research on telework by focusing on the employee's mental health and performance, in the context of mandatory confinement. The authors identified telework dimensions that may act as resources to cope with the increased work overload inherent to telework, as well as the importance of personal resources in these relationships.