Managers and telework in public sector organizations during a crisis

Dandalt, Ed

doi:10.1017/jmo.2022.1

Cited by 15 publications

(18 citation statements)

References 41 publications

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“…While our participants noted that these opportunities increased transparency and knowledge transfer, they might not benefit all roles equally. In fact, in other virtual work literature, managers had more meetings than non-managers (Cecchi et al 2022 ) and found redundant communication overwhelming and blurred the lines between work and home (Dandalt 2022 ).…”

Section: Resultsmentioning

confidence: 99%

“Why couldn’t we do this more often?”: exploring the feasibility of virtual and distributed work in product design engineering

et al. 2022

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Lower costs and higher employee satisfaction are some of the benefits driving organizations to adopt dispersed and virtual working arrangements. Despite these advantages, product design engineering teams—those who develop physical products—have not widely adopted this working style due to perceived critical dependence on physical facilities and the belief that it is ineffective to communicate technical details virtually. This paper uses the mass shift in working conditions caused by the COVID-19 pandemic to explore the feasibility of virtual and distributed work in product design engineering. We conducted 20 semi-structured interviews with product design engineers working virtually to uncover current challenges of, and the beginning of promising strategies for, effective virtual engineering work. We categorize and analyze Tangible Design activities, Intangible Design activities, and Communication and Project Management activities throughout the product design process. Contrary to present opinions, we found that much of a product design engineer's work is realizable in a virtual and distributed setting. However, there are still many challenges, especially when attempting Tangible Design activities—those that require physical products and tools—from home. These challenges, missing from existing virtual product design engineering literature, include but are not limited to individuals’ lessened sense of accountability, fewer de-risking opportunities before product sign-off, and limited supervision of production staff. Product design engineers described novel strategies that emerged organically to mitigate these challenges, such as creating digital alternatives for engineering reviews and sign-offs and leveraging rapid prototyping. Recent advances in technology, an increased commitment to reducing environmental impact, and better work-life balance expectations from new generations of workers will only push society faster towards a distributed working model. Thus, it is critical that we use this opportunity to understand the existing challenges for distributed product design engineers, so that organizations can best prepare and become resilient to future shocks.

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Section: Resultsmentioning

confidence: 99%

“Why couldn’t we do this more often?”: exploring the feasibility of virtual and distributed work in product design engineering

et al. 2022

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“…, 2019). Indeed, remote working has created a virtual work environment whereby normal hierarchical and interpersonal relationships are disrupted, and in which there is a greater need for organizations to provide organizational members with communal resources in addition to more typical work resources (Dandalt, 2021). It would thus be important for future research to consider how occupying a managerial position might influence the likely impact of CN on professional and personal experiences in different work settings (e.g.…”

Section: Discussionmentioning

confidence: 99%

“…As a result, they may be more likely to succumb to the pressure of being constantly available to respond to work-related messages and demands relative to non-managerial employees. In addition, managers working remotely tend to adjust their behaviors, priorities, and managerial styles to meet the needs of their organization to a far greater extent than regular employees (Dandalt, 2021). Moreover, they also typically fail to receive the same amount of psychological support from their organization than regular employees working remotely, despite experiencing more work-related anxieties.…”

Section: Limitations and Research Perspectivesmentioning

confidence: 99%

“…In addition, they may come to feel more isolated from their subordinates and team members as they fewer opportunities to socialize with them given that the spatial distance comes to add to their hierarchical distance (Charalampous et al, 2019). Indeed, remote working has created a virtual work environment whereby normal hierarchical and interpersonal relationships are disrupted, and in which there is a greater need for organizations to provide organizational members with communal resources in addition to more typical work resources (Dandalt, 2021). It would thus be important for future research to consider how occupying a managerial position might influence the likely impact of CN on professional and personal experiences in different work settings (e.g., remote and onsite working), while also explicitly considering the effects of their ability to maintain close connections with team members despite a physical separation.…”

Section: Limitations and Research Perspectivesmentioning

confidence: 99%

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Colleagues' norms regarding work-related messages: their differential effects among remote and onsite workers

Gillet

Austin

Huyghebaert-Zouaghi

et al. 2022

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PurposeResearch has shown that colleagues' norms promoting the need to respond quickly to work-related messages (CN) have a negative effect on work recovery experiences. In the present study, the authors examine the direct and indirect – through affective rumination and problem-solving pondering – effects of these norms on work–family conflict, family–work conflict and job satisfaction, and verify whether and how these associations differ between employees working onsite (n = 158) or remotely (n = 284).Design/methodology/approachA total of 442 employees completed an online survey that covered measures on CN, affective rumination, problem-solving pondering, work–family conflict, family–work conflict and job satisfaction.FindingsAs hypothesized, the study results revealed that CN were positively related to work–family conflict and family–work conflict, but not to job satisfaction. Moreover, the indirect effects of CN on work–family conflict and job satisfaction were significantly mediated by affective rumination and problem-solving pondering, whereas the indirect effects of these norms on family–work conflict were significantly mediated by affective rumination. Finally, the relations between CN and the mediators (affective rumination and problem-solving pondering) were stronger among employees working onsite than among employees working remotely.Originality/valueThese results revealed that working remotely buffered the detrimental effects of CN on affective rumination and problem-solving pondering.

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“…Currie and Eveline (2011) reported the flexible practices of remote work can lead to work extensification and intensification. With workers able to work anywhere at anytime, many end up working longer hours, or face role overload by taking on too many duties (Currie and Eveline, 2011;Dandalt, 2021;Kumpikait_ e-Vali unien_ e et al, 2021;Palumbo, 2020). Overall, there are mixed findings regarding the role of remote work in improving WLB, making it likely that there are complex situational interactions to be considered (i.e.…”

Section: The Moderating Role Of Remote Workmentioning

confidence: 99%

The salience of remote leadership: implications for follower self-control and work-life balance

Walsh

Carleton

Ziemer

et al. 2023

IJM

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PurposeThe purpose of this study was to examine whether remote work moderates the mediated relationship between leadership behavior (transformational leadership and leader incivility), followers' self-control, and work-life balance.Design/methodology/approachThe authors conducted a three-wave, time lagged study of 338 followers. Drawing on social information processing theory, a moderated mediation model was proposed: it was hypothesized that remote work strengthens the relationship between leadership behavior (transformational leadership and leader incivility), follower self-control, and subsequent work-life balance (moderated mediation). The theoretical model was tested using OLS regression in SPSS.FindingsThe results show that working remotely strengthens the mediated relationships between leadership behavior, self-control, and work-life balance.Practical implicationsOrganizations need to consider the interaction between remote work and leadership. Leader behaviors have a stronger relationship with follower self-control and work-life balance when the frequency of remote work is higher, so it is important to increase transformational leadership and reduce leader incivility in remote contexts. Leadership training programs and respectful workplace initiatives should be considered.Originality/valueThis study demonstrates the importance of leader behaviors for followers' self-control and work-life balance in relation to remote work. This study is the first to examine the boundary condition of remote work in relation to leadership behavior, follower self-control, and work-life balance.

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Managers and telework in public sector organizations during a crisis

Cited by 15 publications

References 41 publications

“Why couldn’t we do this more often?”: exploring the feasibility of virtual and distributed work in product design engineering

“Why couldn’t we do this more often?”: exploring the feasibility of virtual and distributed work in product design engineering

Colleagues' norms regarding work-related messages: their differential effects among remote and onsite workers

The salience of remote leadership: implications for follower self-control and work-life balance

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