Assessing the growth of remote working and its consequences for effort, well‐being and work‐life balance

Felstead, Alan; Henseke, Golo

doi:10.1111/ntwe.12097

Cited by 613 publications

(627 citation statements)

References 34 publications

Supporting

Mentioning

469

Contrasting

Unclassified

Order By: Relevance

“…This finding shows that it is important to take into account how employees influence each other and how they use each other’s skills and knowledge, because these considerations have consequences for individual‐level performance. Our finding is in line with the literature that working from home leads to the intensification of labour (Felstead and Henseke, ), and helps to understand why this is the case (Kelliher and Anderson, ). Because co‐workers are not immediately available, it will take more effort on the part of the individual employee to make use of their skills and knowledge.…”

Section: Conclusion and Discussionsupporting

confidence: 91%

Co‐workers working from home and individual and team performance

Lippe

Lippényi²

2019

New Technol Work Employ

160

View full text Add to dashboard Cite

The number of firms supporting work from home has risen dramatically as advances in communication technology have fundamentally transformed the way humans cooperate. A growing literature addresses working from home, but focuses only on individual workers, overlooking potential influence of co‐worker engagement. Our aim is to study the influence of co‐workers working from home on individual and team performance. We use unique data from a large‐scale survey involving nine European countries, 259 establishments, 869 teams and 11,011 employees to show that the impact of working from home by co‐workers on performance is considerable and has remained hidden in past studies because they did not account for co‐worker effects. While working from home may be useful for some workers, it does bring issues for them as well. Specifically, we demonstrate that co‐workers working from home negatively impact employee performance. Moreover, team performance is worse when more co‐workers are working from home.

show abstract

Section: Conclusion and Discussionsupporting

confidence: 91%

Co‐workers working from home and individual and team performance

Lippe

Lippényi²

2019

New Technol Work Employ

160

View full text Add to dashboard Cite

show abstract

“…In Sweden, telework has become routine for a sizeable fraction of the population. After decades of slow growth, regular teleworkers now comprise a quarter of all gainfully employed [1,7], and similar tendencies are observed in other Western countries [8][9][10][11]. Research suggests that various factors explain this recent "take-off" [3].…”

Section: Extending Telework: New Groups New Practices and New Technmentioning

confidence: 70%

New Telework, Time Pressure, and Time Use Control in Everyday Life

2019

View full text Add to dashboard Cite

This study explores how changing conditions for home-based telework affect the quality of life and social sustainability of workers in terms of time pressure and time use control in everyday life. Changing conditions concern the spread of telework to new types of jobs of a more routine character, involving new practices of unregulated work and anytime smartphone access. Empirically, we draw on survey data from a sample of 456 home-based teleworkers employed by six governmental agencies in Sweden. Results indicate that subjective time pressure is not associated with job type in terms of distinguishing between bounded case work and more independent analytical work. Time pressure is intensified by family-related factors, telework performed outside of working hours, and part-time work, and is moderated by the private use of smartphones. We find no significant associations between subjective time use control, job qualifications, and teleworking practice. Family situation and having small children at home reduce time use control. Also, high levels of smartphone use for work-related purposes are associated with reduced control.

show abstract

“…The time and place separations between home and work that exist for office-based workers do not arise as naturally for teleworkers; telework increases the permeability of boundaries between life domains, making it easier for one domain to intrude upon the other (Standen, Daniels, & Lamond, 1999). A study drawing on data from the 2001, 2006 and 2012 Skills and Employment Survey (SES) series found that telework was associated with higher levels of organizational commitment, enthusiasm and job satisfaction; however, it was also associated with working beyond formal working hours, expending voluntary effort, and work-life spillover (Felstead & Henseke, 2017).…”

Section: Well-being: Work-life Balancementioning

confidence: 99%

“…Research has found that the growth of telework statistically surpasses many of the common economic and demographic factors we often ascribe as its drivers. For example, an analysis of trend data from the 1981-2015 Labour Force Series (LFS) surveys found that the increasing trend of work being completed away from a physical workplace far outpaces the growth of the 'knowledge economy', the increase in flexible working arrangements, and demographic shifts in the workforce (Felstead & Henseke, 2017). Therefore this calls for research on telework across a broader spectrum of contextual factors.…”

Section: New Directionsmentioning

confidence: 99%

Telework

Beauregard¹,

Basile²,

Canonico³

2019

The Cambridge Handbook of Technology and Employee Behavior

117

View full text Add to dashboard Cite

This chapter reviews current research on telework. We first examine the literature on telework and job performance, job attitudes, and professional isolation, before reviewing the outcomes of telework on employee well-being as characterized by stress and work-life balance. We then turn our attention to factors that contribute to a successful telework experience: characteristics of the job, characteristics of the employee, and characteristics of the employee's manager(s). We also identify the key role of technology support in influencing many of the established outcomes of and contributors to telework. Finally, we discuss the gaps in our knowledge of telework's repercussions for employees and organizations. We conclude by identifying the implications of what we do know for theory and practice. To maximize positive outcomes, we recommend evidence-based guidelines for organizations with regard to 1) selecting and preparing employees for telework, and 2) managing their use of this flexible work practice.Flexible work practices refer to mutual arrangements made between employers and employees that vary the hours and location of work, often with the dual aim of improving employees' work-life balance and meeting the organization's needs (Thompson, Payne & Taylor, 2015). Telework is one such arrangement, which involves working away from the office for a portion of the work week while keeping in contact via information and communications technology (ICT) (Allen, Golden & Shockley, 2015). It can be used simultaneously with other flexible work arrangements, such as flexible hours and part-time work. Telework is usually conducted from a location of the employee's choosing (e.g., home) and can thus be differentiated from remote work, which more often takes place at different business units or while travelling for business purposes.One acknowledged difficulty in drawing any firm conclusions about the impact of telework is that studies of this work arrangement appear in numerous disciplinary literatures: management, human resource management, industrial relations, psychology, family studies, sociology, information systems, logistics, and operations, for example. For the purposes of this chapter, which is attempting to identify individual-level factors that facilitate or hinder the telework experience, we will be drawing upon each of these literatures but focusing primarily upon those relevant to interpersonal processes rather than organization-level systems. Outcomes of TeleworkOutcomes of telework manifest themselves in a number of different ways. We will first examine work-related outcomes in the form of job performance, job attitudes, and professional isolation. Following this, we will review the effects of telework on well-being, in the form of stress and work-life balance. 19.

show abstract

Assessing the growth of remote working and its consequences for effort, well‐being and work‐life balance

Cited by 613 publications

References 34 publications

Co‐workers working from home and individual and team performance

Co‐workers working from home and individual and team performance

New Telework, Time Pressure, and Time Use Control in Everyday Life

Telework

Contact Info

Product

Resources

About