Re-humanizing management through co-presence: lessons from enforced telework during the second wave of Covid-19 (original) (raw)
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2008
Teleworking constitutes nowadays a component of a flexible way to manage work that challenges traditional organisation of work and human resource management practices. This article illustrates how despatialisation may contribute to recast control modes through the development of new managerial practices (closed to surveillance), as well as new strategies from employees who seek to signal their presence and visibility remotely. Based on a longitudinal case study conducted in a Belgian biopharmaceutical company through 37 semistructured interviews, this contribution underlines the shift towards social and ideological modes of control in the case of home-based telework.
Journal of Management & Organization
Contemporary organisations continue to use flexible workspace configurations and increasingly are adopting more automated and intelligent digital systems to organise work. Workspace configurations have various forms and arrangements composed of the physical workspace (such as open-plan office spaces) and virtual workspace (e.g., teleworking). The aim of this Special Issue (SI) is to stimulate inquiry into the role of management, organisation and HRM in promoting mutual gains for employers and employees working in these environments. The essence of mutual gains is that HRM practices lead to greater employee well-being and increased employee performance, the latter being especially important to employers for achieving organisational goals. In ‘managing physical and virtual work environments during the Covid-19 pandemic’, we consider how work is organised in challenging physical and virtual workspace configurations as well as how people engage in activities that are paced and informed ...
LEM Papers Series, 2021
The global pandemic induced by the spread of the Covid-19 acted as an exogenous shock which forced organisations to adopt telework as a daily and common form of work along a relevant fraction of the occupational structure. Indeed, most of the growing contributions on telework focused on the estimation of employment which can work remotely, while less or any attention has been paid to the impact of the “new” work arrangement on the labour process. Our paper aims at filling this gap. Drawing from a real-time cross-professional, cross-organisational and cross-national qualitative survey, our research investigates two main and interrelated aspects. First, we show how organisations reacted to this shock in terms of autonomy and forms of control including standardisation and teamwork dimensions across different occupations and economic sectors. Second, we describe how and to which extent workers respond: adapting, resisting or appropriating the new organisation of work. More specifically, we study the effect on the above-mentioned dimensions across different occupations to highlight heterogeneity along the vertical division of labour.
Investigating Remote Working Spaces during the COVID-19 Pandemic
Journal of Architectural Sciences and Applications, 2023
The business world has experienced a pandemic for three years, affecting the workforce's productivity and efficiency. Since workers' well-being and satisfaction are crucial to effective workforce management, organizations and authorities make the employee's well-being and satisfaction the primary target to be achieved even in the post-pandemic period. Many countries and organizations have developed strategies to meet the emerging requirements of the business world. Like other countries, many of the workgroups in Türkiye were also forced to adopt working-from-home (WFH) practices. Although a substantial number of research studies were conducted for investigating well-being and productivity, there is still a need for empirical studies investigating WFH satisfaction and the well-being of workers to be used as a reference and guide for research. A survey was designed and implemented among employees from Türkiye to inspect and measure negative and positive relations between the physical work environment, well-being, and satisfaction of WFH workers. Regarding the range of participants, the survey results could be generalized to illustrate challenges, conditions, and aspects of working-from-home practices in Türkiye to define remote working spaces.
International Entrepreneurship Review
The sudden occurrence of the SARS-Cov-2 pandemic, colloquially called COVID-19, brought about the necessity of redefining all the existing organisational patterns within companies. This article carried out an analysis of selected important changes in employee individual behaviour patterns and changes taking place in organisational structure in the context of the transition to remote work in the home office system. Additionally, threats stemming from that and challenges for the managerial staff were discussed. The analysis of changes in behaviour has been done on the basis of research carried out by external institutions studying changes in organisations, which have been caused by the transition to remote work mode. Research Design & Methods: When working on this conceptual work, the Authors analysed a few selected issues concerning the organisational changes caused by the COVID-19 pandemic and implemented by external orgnisations or research departments of a company. They also performed a though analysis of the current publications concerning the change of the staff behaviour in a given organisation, and in a more general sense, the disappearance of the organisational culture. Findings: The results of the analysis of the examined topic point out that the change of working style from an office work to a remote work will affect the organisational culture and change the staff behaviour. Some staff members who worked on a remote basis could not take part in the creation of the current artefacts, values and basis objectives of the organisational culture, which will result in the fact that new, previously unknown behaviours, will appear in an organisation. Implications & Recommendations: As a result of the change of organisational culture and individual staff behaviours, and of the disappearance of the artefacts and organisational values caused by the outbreak of the COVID-19 pandemic, an organisation's management should strengthen the staff identification with the organisation and thus, perhaps, redefine common values shared by all the staff and organisation. In order to specify the scope of the lack of common identification and individual behaviours, some research should be carried out within an organisation, identifying the necessity of re-establishing the values and new behaviours within a company. Contribution & Value Added: The paper presents possible changes within the area of organisational culture and individual behaviours of the staff, as these factors had never before been faced with such a great challenge of survival and had never before undergone such a large change as during the first months of the COVID-19 pandemic and also later on, when organisations continued online work. The paper is the first attempt to analyse possible changes of individual organisational behaviours and to measure the effect of remote work on organisational culture. Article type: conceptual article
ORGANIZATIONAL DYNAMICS OF THE RISE OF TELEWORK AS AN ADAPTIVE RESPONSE TO A GLOBAL PANDEMIC
LAND FORCES ACADEMY REVIEW,Vol. XXVI, no. 3(103), 2021
The use of remote working options has saved jobs and reduced health risks inherent to the rise of COVID-19. The opportunity to use telework has allowed organizations to engage in operational activities by leveraging virtual teams' potential. Organizations offering workers to work remotely have become financial salvation for many workers during the pandemic, significantly since the pandemic impacted the U.S. economy so severely that more than since more than 57 million American workers have filed for unemployment government benefits in just 2020. While having a telework option is an assurance of organizational sustainability or continual employment, it represents a unique opportunity for exploration for employees, supervisors, and organizations attempting to adapt to this evolving level of complex change. This paper uses applied qualitative focus group research from a process consulting to explore the values and barriers that telework for a real estate title organization called XRO.
Political Anthropological Research on International Social Sciences, 2020
The lockdowns imposed by most governments during the Covid-19 pandemic have resulted in an unprecedented increase in teleworking. This spike in remote work has generally been greeted with enthusiasm by both academic and non-academic commentators and there is now a widely shared view that employers should be encouraged to retain and enhance the teleworking arrangements in the post-pandemic period. This paper examines the spread and normalization of telework during the pandemic with reference to the growth of the 24/7 work culture and the blurring of boundaries between work and private lives that have been developing in the last two decades or so. It is argued that the rise in remote work during the crisis is contributing to the movement towards 24/7 work and to the collapse of the boundary between professional and private life, particularly as a result of remote employee surveillance that comes with telework. It also results in a new form of alienation – the alienation of workers fro...