Factors determining teleworking before and during COVID-19: some evidence from Spain and Andalusia

Ruiz, Antonio Caparrós

doi:10.1108/aea-08-2021-0199

Cited by 9 publications

(7 citation statements)

References 25 publications

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“…These results show that telework can exert both positive and negative effects [17]. Additionally, other studies found no significant relationship between the place of work and emotional disorders [18]. These unclear findings direct scholars and practitioners towards other variables such as job teleworkability [19] and employees' preference for telework [20], in order to clarify how to ensure positive telework effects while preventing any negative impacts.…”

Section: Introductionmentioning

confidence: 76%

“…Due to the rapid growth of telework during the pandemic, a great deal of literature was produced on telework and well-being [4,9,10]. However, the obtained results showed dissimilar or even contradictory findings [13][14][15][16][17][18]. Thus, in order to contribute to clarifying how telework can positively impact on employees' well-being, three telework relevant characteristics were studied: teleworkability, preference for telework, and telework intensity.…”

Section: Discussionmentioning

confidence: 99%

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Teleworkability, Preferences for Telework, and Well-Being: A Systematic Review

Uríen

2023

Sustainability

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Telework has grown exponentially due to COVID-19, and has revealed itself as a useful work condition with a largely positive impact on employees’ well-being. Since many variables are involved in determining the relationships between telework and well-being, this paper clarifies the role of teleworkability, employees’ preference for telework, and telework intensity; specifically, how the first two variables impact on well-being through telework intensity. A systematic review was carried out between 2012 and 2022 to analyze how these variables relate. Scarce literature connecting these subjects showed that teleworkability and the preference for telework influence the amount of time employees wish to telework. Teleworkability and preference for telework need to be studied from a multilevel perspective since country-, company-, and individual-level characteristics impact on them. The results also confirmed that telework intensity establishes direct relationships with well-being, and it is essential to predict it. Hybrid work emerged as a new concept which captures the best combination between on-site work and telework. Based on their employees’ preferences, companies can introduce “hybrid-work flexible programs” to maximize its positive effects on well-being as well as being able to re-design their jobs to better fit their employees’ levels of telework expectations.

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Section: Introductionmentioning

confidence: 76%

Section: Discussionmentioning

confidence: 99%

Teleworkability, Preferences for Telework, and Well-Being: A Systematic Review

Uríen

2023

Sustainability

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“…On-site workers (11) faced challenges related to extended working hours and difficulty disconnecting from work. Similarly, teleworkers (35) and hybrid workers (9) struggled to disconnect digitally, experiencing extended working hours an issue supported by previous research (Caparr os Ruiz, 2022;Ngamkroeckjoti et al, 2022).…”

Section: Barriersmentioning

confidence: 82%

Exploring barriers and facilitators of different work modalities from employees' perceptions: insights from workers and recommendations for organizations

Hidalgo Andrade,

Paz,

Unda-López

et al. 2024

JMD

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PurposeThis qualitative study aimed to explore the barriers and facilitators faced by workers during the COVID-19 pandemic restrictions in Ecuador. It focused on three work modalities: on-site, telework and mixed or hybrid. It also inquired into practical implications for management based on the workers’ experiences.Design/methodology/approachBetween October and December 2021, 41 semistructured interviews were conducted to delve into the experiences of Ecuadorian workers. Thematic content analysis was employed for data charting and analysis.FindingsBarriers and facilitators varied according to each working modality, although some were shared, contingent upon the specific contextual factors and job characteristics. The findings suggest that organizations should consider implementing flexible working hours and modalities, provide safe workspaces, ensure appropriate technology and connectivity, support employees and maintain their health and well-being.Originality/valueThis research explores the experiences of teleworkers, on-site workers and hybrid workers during the COVID-19 pandemic in an under-researched labor market within a developing country. The study provides valuable insights that highlight the potential for management development initiatives specifically tailored to hybrid work environments.

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“…Going further, some researchers suggest that, in Spain, among other southern European countries, companies do not seriously consider the possibility of implementing work schedule arrangements for employees or employers ( Chung and Tijdens, 2012 ; Caparrós Ruiz, 2022 ). This factor seems plausible in the case of Spain and sheds some light on the way organizations manage telecommuting (outside of the COVID-19 outbreak) given that this modality can provide some flexibility and variety to employees.…”

Section: Telecommuting In Spain and Kazakhstanmentioning

confidence: 99%

“…Pastor et al argue that leading a workforce with high degrees of discretion involves adopting a congruent management philosophy that relies on results-oriented performance management systems. Another problem often named is the underdevelopment of skills needed to perform well remotely (Roca Pulido and Mart ınez-L opez, 2005;Caparr os Ruiz, 2022).…”

Section: Organizational Culture and Climate Researchmentioning

confidence: 99%

Forced telecommuting during the COVID-19 lockdown: the impact on corporate culture in Spain and Kazakhstan

Soloaga

Díaz-Soloaga

2022

CCIJ

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Purpose This paper studied organizational culture in two different countries during the COVID-19 lockdown, a stressful social and labor context that obliged entire working populations to telecommute from home. We considered how people have coped with this new scenario, bearing in mind that one of the most relevant aspects of organizational culture and climate is the face-to-face interactions that take place in offices. With telework, that important physical relationship disappears and, since body language has its own grammar, work-related messages logically become open to misunderstanding between leaders and subordinates, as well as among peers. Design/methodology/approach An anonymous questionnaire (in Spanish and Russian) was distributed through the LinkedIn social media platform. The study intended to capture responses from white-collar professionals with managerial profiles, including those occupying high and medium-level positions, consultants, section directors, and project managers across different industries in both the countries. We collected 142 responses from Spain and 115 from Kazakhstan, with a total of 257 valid responses. Principal component's analysis (PCA), to obtain factorial axis was applied. We then performed a factor analysis of those principal components using Coheris Analytics SPAD 9.1. Findings The first finding herein points to the fact that the same experience had different consequences in these two different places, which can be traced back to national-cultural values. Spain and Kazakhstan share some common values and, at the same time, are culturally opposite. People fear uncertainty and one of the best ways to avoid this feeling is to provide them with technical and emotional support to manage a situation. During the COVID-19 lockdown, professionals from both countries expected their bosses to be assertive, driven, attentive and encouraging. And it seems they got just that. Secondly, a robust structure is mandatory for feeling secure: workers reported devoting more hours to telecommuting at home and even felt that their jobs were invading their personal lives, but they handled it because they knew to whom they should report. Procedures, rules, and methods were clear enough to avoid uncertainty. They even invented new rituals, patterns and practices that helped to reinforce their sense of belonging to the team. On top of this, in their responses, they noted that leaders acted consistently, even admirably, during lockdown and, for this reason, they gained their subordinates' respect. Research limitations/implications Responses from female participants more than doubled those from males in this sample. Women are assumed to prefer flexible working conditions so that they can better take care of children and/or elderly or dependent persons, but this could just be a long-standing bias. On the other hand, the incorporation of women into professional life has feminized work environments, translating into more concern for workers' personal circumstances and more awareness of the human relationships therein. Thus, independent of the country studied, gender is another factor to consider for future research. Practical implications This article proposes further exploratory study of how organizational contexts are affected by unexpected, informal and even radical changes, as well as of organizations' ability to manage said changes by looking to their cultural values. Originality/value Facing a common enemy— the coronavirus— seems to have made workers more positive and less prone to complaining. Workers have been resolute and have tried their best not only in their individual work, but also with their co-workers and teams. The data suggests that, even when analyzing two diverse countries in terms of their cultural historical, and sociological contexts, companies' reactions impacted their employees somewhat similarly and engendered similar responses. At the same time, the reactions of Spanish and Kazakhstani professionals vary on certain aspects, and, surprisingly, converge in terms of avoiding uncertainty, which suggests a conservative reaction in both countries. This study concludes that structure (clarity of procedures, norms, patterns) and leaders' recognition of their employees' efforts to overcome uncertainty were of utmost importance.

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Factors determining teleworking before and during COVID-19: some evidence from Spain and Andalusia

Cited by 9 publications

References 25 publications

Teleworkability, Preferences for Telework, and Well-Being: A Systematic Review

Teleworkability, Preferences for Telework, and Well-Being: A Systematic Review

Exploring barriers and facilitators of different work modalities from employees' perceptions: insights from workers and recommendations for organizations

Forced telecommuting during the COVID-19 lockdown: the impact on corporate culture in Spain and Kazakhstan

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