Virtual meetings and wellbeing: insights from the COVID-19 pandemic

Abstract

PurposeThe purpose of this paper is to examine the relationship between virtual meeting participation and wellbeing. Based on the conservation of resources theory, we hypothesize that participation in more virtual meetings is associated with both negative and positive wellbeing indicators.Design/methodology/approachAn online survey was sent to 3,530 employees across five Belgian universities in April 2020. Useful data from 814 respondents was collected and analyzed to test the hypothesized relationships.FindingsThe authors find support for their hypotheses, namely that participating in more virtual meetings is associated not only with negative wellbeing indicators (workload, stress and fatigue) but also with a positive wellbeing indicator, namely work influence.Research limitations/implicationsGiven the unique work-from-home context during the pandemic, the generalizability of our findings may be limited. Nevertheless, this study contributes to the literature on Meeting Science and Virtual Work, as it is the first study to empirically relate virtual meetings to wellbeing indicators, including a positive one.Practical implicationsAs virtual meetings and work-from-home are expected to remain prevalent, understanding wellbeing implications is of high managerial importance. Their findings can be useful for (HR) managers who develop flexible work policies for a post-pandemic world.Social implicationsThe findings draw attention to the importance of maintaining a healthy balance between productivity and wellbeing in creating a sustainable work(-from-home) context.Originality/valueThe COVID-19 lockdown provided a unique opportunity to obtain insight on the relationship between virtual meetings and wellbeing at an unprecedented scale.

Enhancing Productivity at Home: The Role of Smart Work and Organizational Support in the Public Sector

“…In sum, the benefits of smart working are epitomized by schedule and location flexibility, technology that streamlines work, and processes that promote a work-life balance (WLB). As mentioned, smart working can positively influence workers' performance and, in general, their wellbeing, reducing work-family conflict [14][15][16]. Conversely, its drawbacks are associated with increased work intensity, limited workspaces, technostress, isolation, and an intensified domestic and caregiving workload [22].…”

“…Nevertheless, previous research has indicated that the shift to smart working can yield both positive and negative outcomes. On the one hand, it has been noted that, under certain conditions, smart working can enhance performance and wellbeing by reducing the conflict between work and family [14][15][16]. On the other hand, this transition has introduced new challenges, including social isolation, difficulties in disconnecting, unsuitable tools for meeting objectives, enforced cohabitation, and diminished organizational support, which also encompasses communication challenges with supervisors and colleagues [17].…”

The Role of Techno-Stress and Psychological Detachment in the Relationship between Workload and Well-Being in a Sample of Italian Smart Workers: A Moderated Mediated Model

“…In Italy, almost all organizations, especially public administrations, have had to face a transition to smart working that has allowed them to continue their activities and avoid contagion (Di Tecco et al 2021;Rapisarda et al 2021). These forms of work organization, based on flexibility and autonomy and characterized by the absence of time or space restrictions and an organization by processes and objectives, have been a necessity during the COVID-19 pandemic and have not always had negative effects or results (Angelici and Profeta 2023;Darouei and Pluut 2021;Heiden et al 2021;Standaert et al 2023). Todisco et al (2023) have conducted research to assess workers' experiences in the public sector with smart working before and after the pandemic.…”