Work-from-home (WFH): the constraints–coping–effectiveness framework

Abstract

PurposeWork-from-home (WFH) arrangement is implemented to enable employees to achieve work–life balance. However, WFH arrangement can be less than ideal. This study developed a WFH framework using qualitative data.Design/methodology/approachAn open-ended survey was conducted and participated by 621 employees. The data were examined using the qualitative content analysis method.FindingsWork performance and personal well-being have been identified as WFH outcomes, and 12 relevant research propositions have been developed. Constraints to WFH effectiveness include household and organisational factors whilst instrumental and emotional support were identified as the facilitating conditions. Two moderators were also identified: temporal flexibility and commitment orientation.Research limitations/implicationsThis study provides a framework that support effective implementation of WFH and similar flexible work arrangements. Managing time, situation, emotions and attitudes are coping strategies used by WFH employees, and the efficacy of these strategies needs further empirical investigation.Practical implicationsThree main factors have been identified as significant in determining WFH effectiveness. Understanding these elements can help managers design solutions to help employees manage work-home boundaries, improving their work performance and well-being.Originality/valueThe Constraints–Coping–Effectiveness WFH framework and research propositions help organisations build WFH guidelines and policies. This study also recognises commitment orientation, which links resources, strategies and outcomes. The inclusion of this variable in future empirical studies could explain the gaps in the current literature.

Home-based telework and job stress: the mediation effect of work extension

“…First, regarding job design, both employer and employees need to adjust expectation, workflows and leadership styles (Ahmad et al ., 2022). Firms need to design HBT with people in mind.…”

“…Working in free time may also be imposed by the permanent availability required of the teleworker (Berkowsky, 2013). The temporal decoupling of the working hours of team members, including the supervisor (Wöhrmann and Ebner, 2021) fostered by telework, together with the absence of fixed working hours, means that formal meetings and informal communications occur at non-standard times (Ahmad et al ., 2022; Messenger and Gschwind, 2016). Consequently, teleworkers may be obliged to attend to work-related matters in their free time.…”