Home-based telework: usefulness and facilitators

Abstract

PurposeThis article aims to analyze individual-, organizational- and country-level factors that determine the use of home-based telework across Europe according to the technology acceptance model (TAM) and the technology–organization–environment model.Design/methodology/approachTo examine the impact of individual-, organizational- and country-level factors on telework, multilevel models are estimated to prevent problems derived from biased standard errors when micro- and macro-level data are combined.FindingsThe main findings show that, according to the usefulness side of the TAM, employees with family responsibilities, those that live away from their work and highly qualified workers use more home-based telework. Additionally, and according to the ease of use side of the TAM, empowerment in firms facilitates home-based telework. At the country level, lower power distance, individualism and femininity, better telework regulations and technology developments are also facilitators of home-based telework.Research limitations/implicationsThe study is limited by the cross-sectional nature of the data. This prevents the estimation of causal effects. Additional research would benefit from the use of panel data and from a more detailed analysis of the effects of country dimensions.Practical implicationsFrom an applied perspective, politics related to cultural dimensions are suggested to stimulate home-based telework.Originality/valueThe research contributes to previous literature by: (1) considering a large sample to conduct an empirical analysis of the use of home-based telework across Europe, (2) including micro and macro factors, (3) providing a theoretical framework to explain home-based telework, (4) applying a rigorous definition of home-based telework and (5) focusing on employees who are able to adopt home-based telework.

Sistematik Review: Fleksibel Working Arrangement (Fwa) Sebagai Paradigma Baru Asn Di Tengah Pandemi Covid-19

“…Melalui deskripsi dari hasil pencarian jurnal yang telah dilakukan menunjukan bahwa pelaksanaan Flexible Working Arrangement selama pandemi COVID-19 terjadi di beberapa negara dengan kasus yang berbeda-beda dan dengan faktor yang bermacam-macam. Diyakini bahwa berdasarkan penulisan, penerapan Flexible Working Arrangement berbasis Work From Home (WFH) telah mengalami peningkatan besar selama pandemi (Ollo-López et al, 2020). Peningkatan tersebut adalah upaya pemerintah dalam mengatasi semakin meluasnya penyebaran pandemi ini.…”

“…Tidak hanya memperhatikan ketersediaan fasilitas bagi pegawai yang melaksanakan WFH, setiap instansi pemerintah juga perlu untuk memfasilitasi pelatihan keterampilan bagi pegawai yang awam terhadap teknologi dan menyediakan sarana teknologi kantor yang mendukung pelaksanaan WFH seperti server, sarana hardware maupun soft ware lainnya (Mallett et al, 2020). Sedangkan untuk menjamin keamananan dan penyalahgunaan data rahasia negara, pemerintah dipandang perlu untuk menyusun protokol terkait kemanan informasi, keamanan siber dan keamanan privasi setiap orang sebagai payung hukum pelaksanaan kerja secara daring (Hurst, 2020;Ollo-López et al, 2020) Ketiga, faktor kepemimpinan dan manajerial. Banyak penulis mengungkapkan bahwa kepemimpinan dan manajerial memiliki andil yang Spirit Publik Volume 15, Nomor 2, 2020…”

“…Seperti yang telah disampaikan sebelumnya, bahwa dengan bekerja dirumah, pegawai mampu mengelola tingkat stress dan menurunkan kelelahan, sehingga nantinya akan tercipta keseimbangan kehidupan kerja. Dalam penerapnnya sendiri, sistem kerja berbasis rumah lebih banyak digunakan oleh mereka yang tinggal jauh dari tempat kerja (Ollo-López et al, 2020). Hal ini dilakukan dengan alasan bahwa pegawai tidak lagi harus sering berpegian ke kantor dengan jadwal yang lebih fleksibel (Beck & Hensher, 2020) Selain itu, penerapan Flexible Working Arrangement menunjukan manfaat yang luas yang meliputi berbagai aspek, salah satunya adalah aspek yang berhubungan dengan efisiensi, gender, budaya, teknologi, dan transportasi.…”

Homeworking Project Management & Agility as the New Normal in a COVID-19 World

“…20% of the employees have shifted to work from home since they have been unable to operate as expected in their workplace following socialdistancing standards (Ollo-López et al, 2020). Therefore, many businesses and organisations have been primarily affected because of employees' absence due to lockdown restrictions.…”

“…As such, there is increasing widespread disruption across established on-site project team management practices, which are experiencing disruptive changes due to the Covid-19 social distancing rules. To continually operate projects, organisations have to execute a disruptive transition in their processes and routines (Dacre et al, 2014) by running homeworking practices to prevent the spread of coronavirus and comply with the Covid-19 lockdown policy (Ollo-López et al, 2020).…”