Is teleworking at odds with social sustainability and organizational learning?

Abstract

Purpose The well-being of individuals is an essential issue of sustainability research. This study aims to focus on the particular case of teleworkers and the work conditions which may hinder their well-being. More specifically, this study analyses the impact of social isolation and work overload on the work engagement and life satisfaction of teleworkers during COVID-19 pandemic. Design/methodology/approach With a sample of 188 workers from the Portuguese banking sector, the authors use structural equations modelling to test a conceptual model. The authors carry out data analysis with partial least squares. Findings Social isolation and work overload are both negatively associated with the three dimensions of work engagement, namely, vigour, absorption and dedication. In turn, vigour is positively associated with life satisfaction. Social isolation and work overload are indirectly associated with life satisfaction through vigour. Results from multi-group analysis show that the negative relationship between social isolation and dedication is stronger for less senior teleworkers. By contrast, the negative relationship between work overload and dedication is stronger for more senior teleworkers. Additionally, the positive relationship between vigour and life satisfaction is stronger for permanent workers than for temporary ones. Originality/value This study tests the assumptions of the job demands-resources under the novel conditions of telework during COVID-19, focusing its ubiquitous conditions – social isolation and work overload. For human resources managers, this study highlights the need to take seniority and job stability in consideration when devising onboarding and working arrangement strategies for teleworkers.

Innovation and learning organisations: a practitioner’s view

“…All of this could lead to lower professional and social fulfillment (Mele, Bellé, & Cucciniello, 2021) and thus lower well-being and life satisfaction. Learning organizations and sustainability Mosquera et al (2022) studied teleworking in extreme situations , where social isolation, workload and job demands were extremely high because workers had to adapt quickly not only in terms of job performance but also in terms of using technological tools, all under conditions in which they were confined to their homes, which contributed to their frustration. These employees' workloads were higher than normal and increased in all three dimensionsscope, complexity and paceas they had to absorb a lot of new information about how to transition their work to digital and familiarize themselves with the technology they were expected to use.…”

“…Chan, Chan, and Chan (2022) discuss how learning organizations can become sustainable for their employees by developing a sustainable workplace that prevents burnout and improves job satisfaction. The paper by Mosquera, Soares, and Alvadia (2022) offers a perspective on developing a sustainable workforce in a learning organization under conditions of telework dominance. Kuok, Chan, Kou, Kong, and Mac (2022) examined the effects of customer inclivity and surface acting on mental health in terms of emotional exhaustion and other outcomes.…”

“…The paper by Mosquera, Soares, and Alvadia (2022) offers a perspective on developing a sustainable workforce in a learning organization under conditions of telework dominance. Kuok, Chan, Kou, Kong, and Mac (2022) examined the effects of customer inclivity and surface acting on mental health in terms of emotional exhaustion and other outcomes.…”

How can learning organizations support sustainability goals?

“…All of this could lead to lower professional and social fulfilment (Mele, Bell e, & Cucciniello, 2021) and, thus, lower well-being and life satisfaction. Mosquera et al (2022) studied teleworking in extreme situations , where social isolation, workload and job demands were extremely high because workers had to adapt quickly not only in terms of job performance but also in terms of using technological tools, all under conditions in which they were confined to their homes, which contributed to their frustration. These employees' workloads were higher than normal and increased in all three dimensionsscope, complexity and paceas they had to absorb a lot of new information about how to transition their work to digital and familiarize themselves with the technology they were expected to use.…”

Guest editorial: Learning organization, human resource management and sustainability: leading the future of organizations

“…But the impact on organizational learning remains ambiguous. Drawing on the job demands-resources theory, Mosquera, Soares, and Alvadia (2022) conduct an empirical test of a conceptual model on the factors affecting teleworkers' emotional wellbeing and learning behaviours during COVID-19 pandemic. The results indicate that social isolation and work overload caused by telework reduce dedication, vigour and absorption, resulting in less commitment and opportunities for participating in team learning.…”