scholarly journals Employee Engagement in A Remote Working Scenario

2021 ◽  
Vol 14 (2) ◽  
pp. 119-127
Author(s):  
Anoor Ashwini Anand ◽  
◽  
Sheetal N. Acharya ◽  
Keyword(s):  
Employee Engagement ◽  
Work Culture ◽  
Remote Work ◽  
Office Environment ◽  
Working Model ◽  
Remote Workers ◽  
Rapid Shift

Remote working is a concept in which the employees do not commute or travel to the Organizations place of work but allows the employees to work outside of the traditional office environment. Employee engagement can be viewed as an attitude of an employee/employee’s a to be productive, to excel and therefore be committed towards the organisation. Remote working applies to a variety of employees especially office or desk-based workers. This paper explores different facets of the remote worker’s persona and provides recommendations and practices to enhance employee engagement of the employees working remotely. Remote work culture is not a new concept, but due to the current Covid-19 Pandemic situation there seems to be a rapid shift of many employees to the remote working model essentially working away from the traditional office ecosystem. This paper examines two aspects of working remotely, a. In regular times b. during a crisis and in both these scenarios how to keep the remote workers engaged and motivated to ensure a minimum if not zero loss of Productivity.

scholarly journals Adoption of Satellite Offices in Response to a Pandemic: Sustainability and Infection Control

2021 ◽  
Vol 13 (14) ◽  
pp. 8008
Author(s):  
Seungbeom Kim ◽  
Yooneun Lee ◽  
Byungchul Choi
Keyword(s):  
Infection Control ◽  
Work Environment ◽  
Fuel Consumption ◽  
Environmental Sustainability ◽  
Carbon Emission ◽  
Work Environments ◽  
Remote Work ◽  
Simulation Experiments ◽  
Office Environment ◽  
Potential Risks

The office environment has changed rapidly due to the recent COVID-19 outbreak. Companies consider various types of remote work environments to contain the spread of the virus. Among them, a satellite office is a type of remote work environment where a number of employees are allocated to their nearest office. The benefits from satellite offices are twofold: The significant reduction of travel distance also reduces the amount of carbon emission and fuel consumption. In addition, dividing employees into smaller groups significantly reduces the potential risks of infection in the office. This paper addresses a satellite office allocation problem that considers social and environmental sustainability and infection control at work. In order to evaluate the effect of different satellite office allocation, quantitative measures are developed for the following three criteria: carbon emission, fuel consumption, and the probability of infection occurrence at work. Simulation experiments are conducted to investigate different scenarios of regional infection rate and modes of transportation. The results show that adopting satellite offices not only reduces carbon emission and fuel consumption, but also mitigates business disruption in the pandemic.

Reflecting on over a year of remote training, and where businesses must go from here

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos
Keyword(s):  
Employee Engagement ◽  
Business Leaders ◽  
Full Time ◽  
Remote Work ◽  
Learning And Development ◽  
Content Type ◽  
Remote Training ◽  
Training Schemes ◽  
The Uk ◽  
Full Time Employment

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.

Features of the vacation of a remote employee: a note to the accountant of a medical institution

2021 ◽  
pp. 64-73
Author(s):  
V.A. Lebedev ◽  
E.I. Lebedeva
Keyword(s):  
Comparative Analysis ◽  
Medical Institution ◽  
Remote Work ◽  
Employment Contract ◽  
Labor Legislation ◽  
Remote Workers ◽  
The Right

A comparative analysis of the latest changes in labor legislation concerning the implementation of the right to leave by remote workers is carried out. The article considers the legal differentiation of the norms on vacation of remote workers who perform remote work in accordance with the employment contract on a permanent basis, and remote workers who perform remote work temporarily. The complex issues of the application of labor legislation to remote relations and the applied models of vacation regulation are considered; restrictions that cannot worsen the situation of a remote worker, deprive him of constitutional guarantees, or restrict his right to rest.

scholarly journals Strategi Filosofis Masyarakat Jepang Dalam Mengatasi Dilema Budaya Kerja Di Masa Pandemi Covid-19

KIRYOKU ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 159-164
Author(s):  
Iriyanto Widisuseno
Keyword(s):  
Japanese Society ◽  
Economic Recession ◽  
Developed Countries ◽  
Work Culture ◽  
Remote Work ◽  
Japanese People ◽  
Social Phenomena ◽  
The People ◽  
The Face ◽  
Normative Rule

For the Japanese people, the remote work policy which aims to break the chain of the spread of the Corona-19 Virus is a cultural dilemma, because it clashes with the work culture of the people who have a strong work ethic. But in fact, Japan's economic recession rate is not as bad as other developed countries, such as America, China, and Korea. The death rate from Covid-19 is very low. Currently, Japan has started to return to the normal national economy. The mystery behind it all in Japan is the factor of superior immunity or cultural superiority. The assumption is, if because of the cultural superiority factor, what are the basic values that underlie the formation of behavior and culture of Japanese society. This philosophical qualitative study aims to examine philosophical strategies: what are the basic values that underlie the way Japanese people think and behave in the face of the Covid-19 pandemic, how to properly solve problems (epistemology), and what normative rules are used to give direction to achieve goals (axiology). Through philosophical descriptive methods, this research can reveal the philosophical values (ontological, epistemological, axiological) behind social phenomena in Japanese society. The results of the study show that Japanese people hold firmly to the value of discipline as an ontological footing, the samurai is used as a way to solve problems, the value of harmony as a normative rule that gives direction to the achievement of goals. The benefits of this research provide enlightenment for the community about understanding the basic problems in society that are often neglected, while many people only focus on the surface of the problem that causes failure to understand.

Features of the working hours of remote workers: a note to the accountant of the medical institution

2021 ◽  
pp. 48-56
Author(s):  
V.A. Lebedev ◽  
E.I. Lebedeva
Keyword(s):  
Russian Federation ◽  
Working Hours ◽  
Working Time ◽  
Remote Work ◽  
Direct Control ◽  
Federal Law ◽  
Distinctive Features ◽  
Labor Legislation ◽  
Remote Workers ◽  
The Russian Federation

The article analyzes the novelties of labor legislation initiated by the Federal Law “On Amendments to the Labor Code of the Russian Federation regarding the Regulation of Remote (remote) Work and temporary transfer of an employee to remote (remote) work on the initiative of the employer in exceptional cases” of 08.12.2020 N 407-FZ, which entered into force on January 1, 2021. The distinctive features of the working regime of remote workers are considered, which are characterized by the lack of direct control of the employee by the employer and, as a result, the urgent need to ensure the interaction of the parties to the employment contract through the use of IT technologies. The main changes in the regulation of the working regime of remote workers are shown, including the norms on the interaction of the employee and the employer, on the organization of the work of the remote employee and his working time.

Telework and Remote Work

2021 ◽  
Author(s):  
Matti Vartiainen
Keyword(s):  
Virtual Teams ◽  
Social Relations ◽  
Electronic Devices ◽  
Digital Tools ◽  
Individual Autonomy ◽  
Remote Work ◽  
New Ways Of Working ◽  
Remote Workers ◽  
Personal Devices ◽  
People Today

“Telework” and “remote work” have both increased sharply in recent years during and after the pandemic. The basic difference between telework and remote work is that a teleworker uses personal electronic devices in addition to working physically remotely from a place other than an office or company premises, whereas remote work does not require visits to the main workplace or the use of electronic personal devices. “Mobile tele- and remote workers” use several other places in addition to home for working. “Digital online telework” is a global form of employment that uses online platforms to enable individuals, teams, and organizations to access other individuals or organizations to solve problems or to provide services in exchange for payment. Often tele- and remote workers cowork in virtual teams and projects. The prevalence of various types of tele- and remote working vary. Although there are conceptual challenges to operationalizing the concept, it is estimated that hundreds of millions—and possibly more—people today earn their living working at and from their home or other places using digital tools and platforms. In the future, it is expected that new hybrid modes of working will emerge enabled by digital technologies. These changes in working increase the complexity of job demands because of the increased variety of contextual job characteristics. The main benefits of these new ways of working are organizational flexibility and individual autonomy; at the same time, unclear social relations may increase feelings of isolation and challenge the work-life balance.

How to monitor the discipline of remote workers

2021 ◽  
pp. 73-79
Author(s):  
A. Neretina
Keyword(s):  
Remote Work ◽  
Remote Employees ◽  
Remote Workers

Many companies during the coronavirus pandemic unscheduled transferred their employees to previously unfamiliar remote work. In connection with this transfer, employers have many questions: what documents need to be signed for the transfer to remote work, how to organize remote work, whether remote employees can visit offices on schedule, etc. Also, one of the main problems faced by employers is the problem of controlling the discipline of employees working remotely. How to control employees who do not have a workplace in the office, and at the same time not violate their rights? We will try to give answers to these questions in this article.

Study of Relation Between CSR and Employee Engagement in Hotel Industry

2019 ◽  
pp. 1243-1249 ◽  
Author(s):  
Jagdeep Singh
Keyword(s):  
Positive Psychology ◽  
Employee Engagement ◽  
Hotel Industry ◽  
Psychological Wellbeing ◽  
Work Culture ◽  
Positive Perception ◽  
Organizational Goals ◽  
Positive Work Culture ◽  
Positive Work ◽  
Productive Environment

Research evidence has shown that there can be no magic formula or set of ‘off the shelf' prescriptions that can be applied in securing employee commitment and involvement towards the organizational goals. Still organizations are trying one or another formula and investing to create a culture of harmony, wellbeing and a productive environment. It has been proved that psychological wellbeing of employees is directly proportional to positive work culture and growth. Positive Psychology focus on wellbeing, satisfaction, hope, optimism, flow and happiness. Its focus is building positive qualities in life and work rather than repairing negative aspects. One of these attributes is Employee Engagement. CSR is an emerging field which has garnered increased attention in recent years; a development which displays a changing mindset about the role and responsibilities of the businessmen and employees toward the society. This paper discusses and proposes a model that positive perception of employees about the CSR initiatives enhances the engagement level of employees.

Sustainable Business and Collaboration Driven by Big Data Analytics Amidst the Emergence of the Remote Work Culture

2021 ◽  
pp. 15-32
Author(s):  
Mohammed Ali ◽  
Farag Edghiem
Keyword(s):  
Big Data ◽  
Big Data Analytics ◽  
Three Dimensions ◽  
Social Media Analytics ◽  
Work Culture ◽  
Remote Work ◽  
Sustainable Business ◽  
Business Operations ◽  
Business To Business ◽  
Business And Management

There have been many digital advancements that have helped facilitate digital transformation, such as the web's transformation. Many organisations, large and small, have recognised the power of the participatory web to improve productivity and efficiency. However, until recently, it has had little focus in the business and management literature in facilitating sustainable business-to-business (B2B) activities such as remote work practices. Two interrelated functions of business, operations, and marketing have been mapped against three dimensions of sustainability to show how these interrelated functions are related to the three dimensions of sustainability. For that reason, the research shows that with big data and social media analytics integrated into a participatory web environment, B2B companies are able to be profitable and stay sustainable by using their organisational and marketing operations and services strategically, whether it be internally or externally with other organisations.

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