An Empirical Analysis of the Mediating Role of Fear of COVID-19 Between Telecommuting and Employees Retention

Abstract

Telecommuting has been found to have a profound effect on employee turnover intention. However, the literature is vague in understanding the mechanism through which telecommuting affects employee retention (ER). Grounded on the conservation of resource (COR) theory and social exchange theory (SET), this study examined the impact of telecommuting on ER and fear of COVID-19 and the subsequent impact of fear of COVID-19 on ER. The study also investigated fear of COVID-19 as a mediating mechanism between telecommuting and ER. Data collected from 307 employees working in nonprofit and nongovernmental organisations in Balochistan, Pakistan was analysed using PLS-SEM. The findings showed that telecommuting was positively related to ER while its relationship was negative and significant with fear of COVID-19. Further analyses showed that fear of COVID-19 was negatively related to ER. The findings further revealed that fear of COVID-19 mediated the influence of telecommuting on ER. The overall results demonstrate the importance of telecommuting in strengthening ER and reducing fear of COVID-19. The study provides a tool for policymakers and management practitioners to set up plans for a situation like COVID-19 in the future. Supplementary Information The online version contains supplementary material available at 10.1007/s10672-023-09448-3.

“No Need to Dress to Impress” Evidence on Teleworking during and after the Pandemic: A Systematic Review

“…The pandemic catalyzed the widespread acceptance and implementation of teleworking, and because of the restrictive measures imposed, had a profound impact on the way organizations came to be structured. Many of the articles included in the review refer to the outbreak of COVID-19 as a significant antecedent for the adoption and implementation of teleworking (Alassaf et al 2023;Ameen et al 2023;Andrade and Lousã 2021;Be ňo and Křížová 2022;Bodjona et al 2021;Borkovich and Skovira 2020;Boulet and Parent-Lamarche 2022;Campo et al 2021;Chambel et al 2022;Chang et al 2023;Chênevert et al 2022;Chi et al 2021;Čiarnien ė et al 2023;Çoban 2022;Custodia de Oliveira 2023;de Esteban Curiel et al 2023;Delfino and Van Der Kolk 2021;Díaz-Soloaga and Díaz-Soloaga 2023;Doberstein and Charbonneau 2022;Ficapal-Cusí et al 2023;Gan et al 2022;Giauque et al 2022;Ha 2022;Jaiswal et al 2022;Jamal et al 2021Jamal et al , 2023Kakar et al 2023;Karácsony 2021;Kim 2023;Kumar et al 2022;Labrado Antolín et al 2022;Lazauskaite-Zabielske et al 2022;Lemos et al 2020;Li and Li 2022;Lopes Júnior and Daniel 2022;Madureira and Rando 2022;Magnier-Watanabe et al 2022;Mallett e...…”

“…Employees' intention to continue teleworking does not occur when they are immigrants due to fear of losing their jobs and residence permits (Alassaf et al 2023). In companies where teleworking is already implemented, this type of work also strengthens employee retention (Choi 2018(Choi , 2020Kakar et al 2023). On the other hand, some studies report that teleworking increases turnover intentions (Chi et al 2021;Jamal et al 2023).…”