The Impact of COVID-19-Induced Factors on “Work from Home” of Employees

Verma, Santosh Kumar; Kumar, Barun Dev; Singh, Neha; Kumari, Priyanka; Ranjan, Madhu; Verma, Abhishek

doi:10.4103/jpbs.jpbs_247_21

Cited by 5 publications

(3 citation statements)

References 3 publications

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“…It can be said that the level of individual stress does not discourage people from working remotely. In turn, Agrawal et al (2020), Verma et al (2021) referred to the importance of communication and control in remote work. They noted the greater flexibility of the employee and the company when working remotely.…”

Section: Discussionmentioning

confidence: 99%

Motivation to work remotely in the face of organizational and cost conditions

Ziomek

2023

EiP

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Motivation: Working conditions have changed significantly as remote working has become widespread in many countries. These changes were caused by a pandemic, as a result of which the possibility of direct communication as well as control and integration of employees was limited. There are also new cost categories for employees and employers, such as installing a better internet connection, purchasing new hardware and software, and implementing better security for data transmission outside the company’s premises. These changes resulted in changes in the employee motivation factors against the background of organizational and cost conditions, which is important for the proper development of the organization.Aim: The aim of the article is to assess motivation to work remotely, based on a survey of opinions among 450 employees in total in Poland, the Czech Republic and Hungary. The assessment was performed by verifying, using the logistic regression method, ten hypotheses describing organizational and cost conditions as well as individual effects, such as career opportunities, increase in knowledge and skills, and the occurrence of stress that arose as a result of working remotely. The motivation to work remotely was verified by establishing the willingness to continue working through an opinion.Results: Motivation in remote work is influenced by both efficient communication and technical assistance provided to the employee remotely. Motivation resulting from the independent organization of working time is also important, and it is based on the decision to choose the duration of work, hours and intensity of its performance. Organizational and cost-related factors are related to motivation, as well as individual effects experienced by the employee. Directly from the survey, it appears that only 26.8% of the respondents incurred higher costs related to remote work during the COVID-19 pandemic. However, the respondents want to continue it with their current earnings. The study found that employees are motivated to work remotely because the organizational conditions and earnings meet their needs. They also admitted that thanks to remote work, they have a better chance of developing a professional career, as well as a higher level of their knowledge and skills, which is also associated with the motivation to continue working remotely.

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Section: Discussionmentioning

confidence: 99%

Motivation to work remotely in the face of organizational and cost conditions

Ziomek

2023

EiP

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“…The recent COVID-19 pandemic caused a massive shift in how people conduct their work (Verma et al, 2021). Due to social distancing and quarantine guidelines, many workers were moved to remote work environments, primarily working at home.…”

Section: Introductionmentioning

confidence: 99%

Work from Home: Lessons Learned and Implications for Post-pandemic Workspaces

McGee

Couillou²,

Maalt³

2023

Intry

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The experience of working from home (WFH) has evolved due to the COVID-19 response. A concurrent mixed-methods approach was used to assess the experiences and needs of WFH during COVID-19 pandemic across eight countries. Input concerning office workspace modifications was also explored. Participants (n = 82) were from Asia, Europe, and North America. Participants were working from home more and indicated they were somewhat satisfied with WFH and saw no change in productivity. The most common experience was feeling distracted while others experienced focus or calmness. Most participants were challenged by the lack of appropriate furniture and equipment, as well as being distracted by technology and communication. Participants most frequently used dedicated workspaces and outdoor views. They preferred workspaces with natural light, neutral colours, and natural ventilation. Participants reported better thermal comfort and air quality when compared to their pre-pandemic office but less access to necessary equipment, collaboration, and communication. WFH during the pandemic challenged how people worked and shifted their experience of home interiority. The key outcomes show support for hybrid work options as well as design strategies offered for accommodating home offices in the future.

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“…Because new obstacles are able to disturb the thinking of employees while they are working, even lead to a state of stress (Deloitte Insights, 2020). The impact of COVID-19 which requires employees to work from home will have an effect on disruption of business operations resulting in various delays due to coordination and communication problems (Verma et al, 2021). Where, if previously employees were active in offices with supporting facilities, conducive conditions, and repetitive work patterns, now employees have to work from home with a new set of organizational culture (Rose & Brown, 2021).…”

Section: Introductionmentioning

confidence: 99%

AUTOCRATIC LEADERSHIP STYLE AND ORGANIZATIONAL CHANGE ON PERFORMANCe DURING PANDEMIC

Asno,

Sary

2023

trikonomika

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The COVID-19 pandemic that is overtaking the world, particularly Indonesia has undoubtedly changed business scenarios and conditions, requiring practical and strategic approaches to bring enterprises back from the verge of disaster. In order to overcome a pandemic situation like this, a leader with an autocratic leadership style is required, as well as an organizational change to make the company survive and adapt to existing changes in order to maintain the company's survival so that employee performance remains good and optimal. The goal of this research was to see if there was a relationship between autocratic leadership style and organizational transformation and the performance of “PT ABC” workers during the pandemic. The sample technique is non-probability sampling and uses 100 respondents from “PT ABC” employees. The results of this research show that the autocratic leadership style and organizational change have a posittive and significant effect on employee performance during the pandemic at “PT ABC” company.

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The Impact of COVID-19-Induced Factors on “Work from Home” of Employees

Cited by 5 publications

References 3 publications

Motivation to work remotely in the face of organizational and cost conditions

Motivation to work remotely in the face of organizational and cost conditions

Work from Home: Lessons Learned and Implications for Post-pandemic Workspaces

AUTOCRATIC LEADERSHIP STYLE AND ORGANIZATIONAL CHANGE ON PERFORMANCe DURING PANDEMIC

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