Teleworking Impact on Wellbeing and Productivity: A Cluster Analysis of the Romanian Graduate Employees

Abstract

The COVID-19 pandemic has already had an enormous impact on numerous aspects of human society such as health, education, economy, business, or work and created favorable conditions for the expansion of teleworking. The aim of the paper is to identify and analyze five teleworking impact factors that affect thewellbeing and productivity of employees. The data were gathered by a quantitative research method through a questionnaire applied to 327 Romanian employees who hold a Bachelor or Master degree. Firstly, they were analyzed and interpreted through a factorial analysis focusing on the five teleworking impact factors. Secondly, the authors carried on cluster analysis, followed by multiple linear regression, using R statistical software. This study shows that there is a plethora of factors that influence the wellbeing and productivity of employees: individual and societal factors, organizational and work-related factors, technological factors, social factors at home, and social factors at work. Also, the cluster analysis brings to light significant differences between various Romanian employees such as: their gender, income, age, education, and city size.

Evaluation of Work Mode and Its Importance for Home–Work and Work–Home Relationships: The Role of Resilience, Coping with Stress, and Passion for Work

“…At higher education levels, obsessive passion and dysfunctional coping strategy use were lower, while the intensity of negative WHI was higher. This may indicate a positive role of access to education and opportunities for knowledge building, thus confirming the hypothesis that education is vital for a satisfying life [ 69 ]. Education grants experience and skill development, which contribute to personal development.…”

Face-to-Display Work: Czech Managers’ Experiences and Expectations

“…Various definitions of the term "telework" exist (Abilash & Siju, 2021;Beno, 2018Beno, , 2022Catană et al, 2022;Ericsson, 2016;Gajendran, 2017;Gray et al, 1996;Holts, 2018;Hynes, 2013;Saraceni, 2020) and various names are used in place of the term "telework" (Allen et al, 2015;Beno, 2022;Beno & Hvorecky, 2021;Gajendran, 2017;Hynes, 2013;Urbaniec et al, 2022). We understand the face-todisplay working model to be a flexible method covering a wide range of work duties and activities related to business that rely on modern information and communication technology (ICT).…”

Direccionamiento organizacional de la Universidad de la Costa ante la pandemia Covid-19

“…Asimismo, los empleados liberados de largos desplazamientos y viajes al lugar de trabajo han encontrado formas más productivas de pasar ese tiempo, han disfrutado de una mayor flexibilidad para equilibrar sus vidas personales y profesionales y han decidido que prefieren trabajar desde casa en lugar de la oficina (OIT, 2020;Lunde et al, 2022). Lo cual, ha hecho que las organizaciones piensen que pueden acceder a nuevos grupos de talentos con menos restricciones de ubicación, adoptar procesos innovadores para impulsar la productividad, crear una cultura aún más sólida y reducir significativamente los costos inmobiliarios (Burbano, Valdivieso y Buerbano, 2020;Catană et al, 2022).…”