Work from anywhere and employee psychological well-being: moderating role of HR leadership support

Abstract

PurposeThis study examines the relationship between the flexibility of working from anywhere and employees' psychological well-being (PWB) and safety. This study also investigates the moderating role of human resource (HR) leadership teams on HR policy (HRP), firm infrastructure (FRI) and remote work flexibility.Design/methodology/approachWith the help of the literature review and flexible firm theory (FFT) and dynamic capability view (DCV) theory, a model has been developed conceptually. Later, the conceptual model is validated using partial least squares – structural equation modelling technique considering 471 useable respondents from different Asian and European firms to understand cross-country implications. This research study uses convenience and purposeful sampling techniques.FindingsThis study shows that there is a significant and positive moderating role of HR leadership support (HLS) towards developing flexible HRP and appropriate FRI to enable employees to work from anywhere. The results also indicate that there is a significant and positive impact of work from anywhere flexibility (WAF) and employee PWB and psychological safety (PSS), which in turn positively and significantly impact employee satisfaction (EMS) resulting in better firm performance (FP).Research limitations/implicationsThis study provides valuable input to HR management teams for developing effective HR policies to enable a work from anywhere option. The study also provides food for thought to practitioners, researchers and academicians regarding the need for more research on the relationship between work flexibility, PWB and FP. Finally, this study develops a unique model which could be used by any firm towards framing an effective HRP enabling WAF.Originality/valueThis research adds value to the overall body of knowledge of HR management. There is no study which investigated the impact of WAF on employee PWB and PSS. Thus, this study is considered a unique study. Moreover, the proposed model in this research study is also a unique model with explanative power of 71%.

Future of work from everywhere: a systematic review

“…Based on our understanding of the terms used over the past three decades and following the stages of operationalization of definition, WFE is defined as geographically flexible work settings (Chaudhuri et al. , 2022) where employees work in both physical and virtual modes (Yang et al.…”

“…With the advent of remote work, employees now have more flexibility in deciding where to reside and can still fulfil their job responsibilities. Work-from-everywhere programs give employees more freedom in terms of time and location than typical work-from-home options (Chaudhuri et al, 2022). Owing to the location-independent nature of WFE, the concept of working Work from everywhere remotely has been expanded even further.…”

“…Based on our understanding of the terms used over the past three decades and following the stages of operationalization of definition, WFE is defined as geographically flexible work settings (Chaudhuri et al, 2022) where employees work in both physical and virtual modes (Yang et al, 2022), utilize both synchronous and asynchronous channels of communication to upskill (Cui et al, 2021), share knowledge efficiently (Clark et al, 2021), with the management expectation of inclusiveness (Clark et al, 2021). This overarching definition outlines that it encompasses new standard work settings and has a universal application.…”

“…Furthermore, a keyword search may not provide an exhaustive list of publications in instances where the authors have not used the keywords in the title or keyword section, thereby missing relevant literature. This research has identified some underexposed areas related to WFE, which can be explored further.Coronavirus-affected work patterns – Geographical flexibility (Chaudhuri et al ., 2022; Choudhury, 2020) and physical/virtual supportive work settings (Yang et al. , 2022) allow current and prospective employees to adjust to the new normal.Anxiety to assurance patterns – Utilize synchronous and asynchronous communication channels to upskill (Cui et al.…”

Remote working during COVID-19 in Sri Lanka: lessons learned and what the future holds

“…Similarly, Zappal a et al (2021) advise how HRPs should avoid perceptions of unfairness within the organization, carry out training programs on digital tools, video conferencing software and safety procedures related to remote working, and help employees and managers to develop communication systems to ensure fruitful interaction. Chaudhuri et al (2022) highlight the importance of developing and maintaining proper HR policies and providing HR leadership support for employees to effectively continue remote working to meet the current and future challenges and crises. Maddox-Daines (2021) documents how virtual presenteeism is a challenge that HRPs must address by mandating working hours and the use of annual leave for employees on remote work.…”