Work During Non-Work Time of Public Employees

Abstract

Purpose: Employees and their work during non-work time are affected bytechnology development, societal changes and other factors that havean inherent impact on the employees’ attitude towards work during nonworktime. The purpose of this article is to provide an overview of the upto-date research on employees performing work during non-work time.Design/Methodology/Approach: The main methodological approachused in the article is a systematic literature review of 18 scientific articlesfound in citation databases in WOS, Scopus, etc. The collected literatureis relevant as it encompasses both quantitative and qualitative analysesto gather insights on performing work during non-work time.Findings: The results imply that work during non-work time is a growingphenomenon among employees and public employees are no exception.Regarding the socio-demographic groups affected, findings indicatethat work during non-work time is particularly common for employees inmanagerial positions and for professionals in education, health and policeservices, as well as for employees engaged in remote work. They alsoconfirm that employees work during non-work time at different times ofthe day, at weekends, and during their annual and sick leave.Practical Implications: The article is especially relevant for public employeesdue to increased use of information and communication technology.As such, they are also exposed to intensifying work-related expectationsand requests/pressures for flexible work arrangements.Originality/Value: The originality of the topic is reflected in the underrepresentationof scientific research on the performance of work duringnon-work time among public employees.
 
 

An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach

“…These safety measures brought drastic changes in organizations' working arrangements (Schifano et al, 2021), mandating them to work from home (WFH) and thereby establishing a WFH culture (De Fraja et al, 2020) rather than the traditional workplace that involved attending at the office (Verma and Uy, 2021;Waismel-Manor et al, 2021;Organization, 2020). Organizations faced unforeseen challenges with the WFH model as it blurred the boundary between office and home, resulting in a crescendo of employee complaints (Cook and Woodman, 2022;Mar et al, 2022;Xiao et al, 2021). Studies have pointed out that the WFH work culture has led to mental and physical issues of their employees (Manroop and Petrovski, 2022;Oakman et al, 2020).…”

“…, 2021; Organization, 2020). Organizations faced unforeseen challenges with the WFH model as it blurred the boundary between office and home, resulting in a crescendo of employee complaints (Cook and Woodman, 2022; Mar et al. , 2022; Xiao et al.…”