Managers in remote work and their job crafting strategies in the COVID-19 pandemic

Abstract

Purpose: This article aims to understand the experiences of managers employed in Brazilian subsidiaries of international companies who worked remotely as a mandatory measure during the COVID-19 pandemic. Originality/value: The sudden pandemic outbreak forced many companies to enact remote work as an emergency measure without adequate adaptation to the physical environment or family dynamics. The present study explores the experiences of a group of professionals who were privileged to adjust their work to balance professional results with preserving their own mental health and personal well-being. To this end, the freedom to employ principles consistent with job crafting proved essential, which is why it should also be considered in the cases of workers whose autonomy is more restricted. Design/methodology/approach: Qualitative phenomenological research. Dialogical encounters were held with the guiding question: “What was/is it like for you to work remotely during the pandemic?”. Comprehensive narratives were used and elaborated after each encounter as a metho-dological strategy. In the end, a synthesis narrative containing the revealed elements was elaborated. Findings: The results are organized into four axes: 1. the challenges of adapting to the unknown; 2. establishing boundaries and structures for work and personal life; 3. from chaotic interactions to intentional virtual collaboration; and 4. discoveries in the personal sphere and the role of the manager, which indicate that organizational support, autonomy, and flexibility facilitated the redesign of activities. It is concluded that organizations that encourage job crafting practices and provide support to flexible work, can generate benefits to the business and well-being of employees.