scholarly journals “Tele-everything” world and hybrid office model – new global trends after the COVID-19 pandemic

Upravlenie ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 125-136
Author(s):  
E. V. Vasilieva

As a result of forced social distancing and nationwide blockages, the habit of doing everything remotely has rapidly developed in society. The majority of work and household activities have been transferred to the Internet, and this has naturally led to the emergence of a new trend – “TV-everything” world.The rapid shift to a remote format and accelerated automation of processes have also changed attitudes to the previous management rules. The vast majority of companies decided during the pandemic to move some categories of staff to full-time remote work. One of the most debated topics today is the hybrid office model, where some employees work from home.The aim of the study is to show the consequences of the pandemic, which will determine the growth points in technology and management for the future, and to highlight the important challenges that the new norm of organisational management brings with it.The article presents the results of a survey of managers from various sectors carried out between March and April 2021. A review of the use of new technologies to improve the quality of the hybrid office was carried out. The importance of reinforcing the corporate culture in a remote working environment is highlighted and some guidelines for building communication in a remote working team environment are listed.These include: fostering corporate spirit, establishing a shared vision of the situation, mentoring, a culture of continuous feedback, informal communication, and newcomer adaptation.In a changing work environment, companies need to be extremely attentive to the well-being and productivity of teams and the mental health of employees. A number of measures have been proposed to monitor and improve the resource status of staff in organisations, including the use of computer systems that can conduct real-time assessments of employee performance and engagement based on artificial intelligence technologies.

Author(s):  
Helena Bulińska-Stangrecka ◽  
Anna Bagieńska

The COVID-19 pandemic is affecting the mental health of employees. Deterioration of the well-being of workers is also caused by changes in the working environment. Remote working can affect both social interactions and job satisfaction. The purpose of the study is to examine what factors influence job satisfaction in the context of remote work caused by a pandemic. The study analyses whether employee relations and interpersonal trust are related to the level of perceived job satisfaction. The investigation started with a literature review and then research hypotheses have been formulated. Based on an empirical study, carried out on a sample of 220 IT employees during the pandemic, an analysis of the mediating role of trust in links between employee relations and perceived job satisfaction was conducted. The current study found that positive employee relations contribute to the level of job satisfaction. Additionally, trust is an important factor that mediates these relationships. Based on the results of the research, it was possible to describe the mechanism of shaping a supportive work environment during a pandemic.


Author(s):  
K McCormick

British engineers have claimed that their important contributions to economic and social well-being, based on their achievements as practical people, have gone unrecognized or unrewarded. Yet over the past thirty years efforts to boost the social prestige of British engineers appear to have undermined the social arrangements which fostered the strong practical ethos. Increasing reliance on the full-time educational system is tending to raise social prestige through bringing the ‘all graduate profession’ and through trends to recruitment from higher social backgrounds. Yet these trends have been associated with a fall in traditional and recognizable training. This paper examines both the nature of the ‘practical’ tradition and efforts to raise ‘prestige’ and asks whether the engineering profession is caught on the horns of an irresolvable dilemma—to boost either prestige or practicality. The paper concludes that in principle the British pattern of education and training has much to commend it still, with the strong emphasis on training elements in a working environment. But it is argued that its success will depend on engineers and their employers becoming much more active in the field of training.


2021 ◽  
Author(s):  
Dediek Tri Kurniawan ◽  
. Sopiah ◽  
Lohana Juariyah ◽  
Afwan Hariri Agus Prohimi ◽  
Muhammad Syukri Salleh

he COVID-19 pandemic has paralyzed the economy in many countries. The Indonesian government decided to implement large-scale social restrictions to handle COVID-19. This policy encouraged various activities to be carried out at home. Some companies decided to encourage their employees to work from home (WFH). This study aimed to explore HR policies during the COVID-19 pandemic in maintaining employee performance in airport-management companies. This research used online questionnaires to reduce face-to-face interaction and was assisted by the HR departments in the companies. This research confirmed that HR practices and perceived organizational support positively influenced job performance. This study could not show the role of employee well-being as a mediator, which is related to HR practices and POS not having been proven to affect employee well-being. In addition, the results did not show that employee well-being affects job performance. Keywords: Maintaining Employee, Organizational Support, Performance, HR Policies, Work From Home


2020 ◽  
Vol 6 (1) ◽  
pp. 97-118
Author(s):  
Lucio R. Lescano Duncan

Most of the studies about value creation have been focused on economic and social value. To create value, it is necessary to have a holistic vision that integrates economical, psychological-social and ethical aspects. Likewise, studies have concentrated on the role of top management through the formulation of new strategies, implementation of new technologies, operational models, etc. The influence of supervisors, the first line of command, has not sufficiently been identified in relation to value creation. Some studies have analysed climate and culture as important factors for employees’ well-being, satisfaction and engagement but little attention has been paid to creating value. We analysed how supervisors strengthen climate and culture in order to create three types of value: ethical, social and economical. As value creation is a social event always co-created, we utilized an organizational model to present a holistic view for creating value. We collected data from 129 supervisors of large and medium companies through semi-structured interviews to know their perspectives related to: (a) creating employees’ experiences and (b) sharing corporate values. We identified the influence that supervisors exert in relation to climate experiences and corporate culture values, executed a programme for developing a leadership focused on creating value and applied a survey to verify the results achieved.


2021 ◽  
Vol 1203 (2) ◽  
pp. 022005
Author(s):  
Barbara Uherek-Bradecka

Abstract The article deals with the issues of spatial changes taking place in the office work environment during a pandemic. It also raises issues related to the space intended for work at home or in an apartment. At present, the traditional model of office work is undergoing significant transformations. These transformations include, in particular, the spatial aspect. Large office spaces, especially those of the open-plan type, do not work well during a pandemic, as it is difficult to keep an appropriate social distance in them. Therefore, we spend less and less working time, whether for safety reasons or the sanitary and epidemiological regime, for work in the office. This phenomenon is particularly visible in city centers, where many large office buildings have become deserted. We spend more and more time working remotely (home-office). Therefore, it is necessary to adapt the space of our houses and apartments to the conditions in which we live and work today. The very concept of remote work or work from home is not new, many companies have already introduced it before, but most often for a limited time, which in principle could take place without major changes in private apartments. However, the pandemic has forced office workers to work remotely full-time, and thus to organize a workplace in their own home. This is often associated with the need to introduce additional furniture, equipment or lighting to a private interior. The problem of many people working remotely is the lack of an additional room that can be used as a study or office. Then we are looking for a place for our home office in rooms that have so far performed other functions (most often a bedroom or a living room), trying to introduce a place to work with them as possible. The issue of acoustics is also of great importance here, especially when there are more people working or learning remotely in the house or apartment. Moreover, many, especially young office (corporate) employees, own one-room apartments in the studio type, in which it is not possible to separate such a room. Then we have to add an additional office space to the space that already serves several functions (living room and bedroom). The author is a researcher and designer of this type of space, and the cases presented in the article show the changes taking place in spaces previously perceived as typically private.


Author(s):  
Dematria Pringgabayu ◽  

The purpose of this study to determine: 1) Motivation, Competence, Work Environment and Performance of Employees in Private-owned Politechnic; 2) to determine the effect of motivation on Employee Performance, 3) to determine the effect of Competence on employee performance; 4) to determine the effect of Work Environment Employee Performance; 5) to determine the effect of Motivation, Competence and the Work Environment simultaneously on Employee Performance Politeknik Swasta. The method is a method of research used census (population) of 35 respondents using descriptive analysis and verifikatif. From the results of descriptive analysis showed that the total effect of motivation (X1) of the Employee Performance (Y) of 63.3%, the total effect of Competency (X2) of the Employee Performance (Y) of 14.8%, and the total effect of Work Environment (X3) Performance of Employees (Y) of 7.7%. While the influence of Competence, Motivation, Corporate Culture of Performance jointly or simultaneously have the effect of a total of 85.8%.


2020 ◽  
Vol 8 (2) ◽  
pp. 128-143
Author(s):  
Małgorzata Durbas ◽  

The scientific life in mid-seventeenth-century Europe was characterised by numerous academies of sciences and scientific associations whose aim was to propagate the development of the sciences, art and literature. Some have called it “the new Age of Academies all over Europe”. These institutions brought together not only educated professionals but also a large number of amateur scientists. They called for the deliberate abandonment of verbal dispute in favour of visual demonstration/experimentation, and for the creation of paid scientific professionals who would devote their full time to the enterprise. These scientists conducted numerous experiments, the results of which were demonstrated at academic sessions. Franciszek Bieliński became Grand Marshal of the Crown in 1742. During the many years of his public service, he aimed to improve the well-being of Warsaw inhabitants, especially by paving the streets and creating a modern sewerage system. In the light of recent scholarly studies, Franciszek Bieliński is perceived as a figure of very wide horizons, striving to join the Parisian academic scientific discourse in order to transfer knowledge and technology to Poland. Bieliński exchanged letters with the eminent member and three-time president of the Paris Academy of Sciences (1666–1803), Henri Louis Duhamel du Monceau, who among numerous other projects tested new methods of horticulture, agriculture and forestry. The article aims to discuss the scientific research undertaken by Bieliński in regards to technology transfer in the area of agriculture, on the basis of unanalysed documents. Recently found correspondence shows that Grand Marshal Bieliński was involved in experimental research supervised by Duhamel du Monceau, under the aegis of the Paris Academy of Sciences. It pertained to modern agricultural crops and the application of new technologies. The agricultural experiments that Bieliński carried out on his private lands in Otwock over many years focused on improving and increasing agricultural production in accordance with the instructions given by Duhamel du Monceau. An interesting research finding was the detailed description of one of the earliest transfers of advanced technology in the field of agricultural machinery. Reports of the work conducted in Poland, which were sent to Duhamel du Monceau, proved to be so useful and important that the latter mentioned these in the proceedings of the Paris Academy of Sciences.


Author(s):  
Hannah Zeavin

The COVID-19 pandemic has been heralded as a watershed moment for remote work, an exodus of the American workforce that will never fully reverse. As major corporations debate returning to the office full-time, and other workers press or are pressed into returning to the office, this panel situates the present realities of remote work within telework’s long history. From the paperless office to the electronic cottage, much of the focus in mainstream discourses surrounding telework has been on demonstrating the technological feasibility of leaving workers at home and workforce adaptability, with secondary celebrations of ecological soundness and potential for employment growth. Discourses around the benefit of telework also frequently draw on blanket statements about what remote work affords workers—from wellness and eschewing commute times, to increasing flexibility—but do not directly take up the lived quotidian experiences of doing labor in this configuration. This panel intervenes by yoking the politics and fantasies of remote work with worker experience during work from home, especially of self-management of both individual affect, group and power dynamics, and environment. Within this frame, this collection of papers suggests that, while remote work suggests a dislocation of office and home and the creation of a third space, the overlays of work and home are always top of mind for individual workers, whether in their homes with children or while traveling as “digital nomads.” The panel suggests that navigating this collapse creates a “third space,” and is a site of ever-present negotiation for workers, both individually and in social dynamics across organizations. This panel works across a number of methods including ethnography, archival research of both born-digital and traditional objects and draws on interviews and survey data. The panel points to not only how workers act in front of the screen, but what is supporting remote work off and behind it: domestic architectures, impression management, and paid and unpaid forms of domestic labor. The panel opens with a pair of papers that look at the historical development of work from home in order to situate the COVID-19 pandemic and its use of remote work as both a form of rupture and as a continuation of the logics, fantasies, and environments that pre-date this massive and rapid expansion into remote work. In “Home/Work: The Long History of the Future of Work,” Devon Powers reads the history of progress and futural narratives attached to telework, and the renovations both material and ideological to the spaces that are enfolded into remote work: home and the office. Powers pays special attention to the collapse of work and home, and the creation of a third space that is actually only an expansion of an existing one—the everywhere office. In “Make It Work: Hiding Children in Telework,” Hannah Zeavin takes up the feminization of remote work, which is subtended by the fantasy that, by working from home, women might “have it all”: they can do childcare and paid labor at once. Zeavin examines how workers have negotiated this collapse of waged and unwaged labor by disappearing and hiding the visual and sonic evidence of children during work from home. Nancy Baym et al look to the management of the worker’s own visibility in “Video On/Off: Managing Visibility in Remote Videoconferencing” with 44% of American workers suddenly home in the COVID-19 pandemic. The authors ran a five-month longitudinal diary study of meetings at a large technology company between April and August 2020, comprised of 849 employees. The paper looks at reasons for (dis)comfort with appearing on camera during work and how workers negotiate the contradictions of on and off. In “Abruptly Online: Public Employees’ Adaptation to Virtual Communication in Times of Crisis," Sierra Bray and Cynthia Barboza-Wilkes consider the special category of public employees and the challenges and benefits of work from home in a group of workers who had a novel relationship to working online. Andrea Alarcon, in “Outsourcing the Home: the Digital Nomad Tactic ” looks at the apotheosis of work from home in the rise of the “digital nomad.” Alarcon intervenes by pointing to the unacknowledged support and costs of “nomadic life” in the city of Medellin and the workers who travel and collapse the identities of tourist and laborer, and vacation with work.


2016 ◽  
Vol 22 (6) ◽  
pp. 817-825 ◽  
Author(s):  
Michel Syrett

AbstractIn this paper, the author, a freelance writer and researcher who has worked in this way for over 30 years, draws on his own experience of independent working to present freelancing and well-being as an important yet neglected area of research. The paper is therefore presents a brief overview of the context of freelancing, particularly in the United Kingdom and Europe as this is the working environment of the author. This overview is blended with a review the existing research on the topic of freelancer well-being. The aim is to reveal the questions and issues that the author feels encompass well-being in this context as well as to highlight some recent initiatives where independent workers and their clients have worked together to support key areas of their vulnerability compared with those in full-time employment. Setting this often intensely personal perspective set against the wider context of academic and practitioner research reveals that, in contrast to some the common public opinion that freelance and contract work is ‘second-rate’ option, many independent professionals are happy about the way they work and experience high levels of job satisfaction. However, what does also emerge is that beyond local professional bodies and associations, many feel almost completely unsupported. Of greatest concern were reports of being treated with neglect and even suspicion by policy and law makers. The hope is that this paper heralds the beginnings of a wider research agenda into this important but neglected aspect of the independent professional workforce.


Author(s):  
Simone Donati ◽  
Gianluca Viola ◽  
Ferdinando Toscano ◽  
Salvatore Zappalà

Although a large part of the world’s workforce engaged in mandatory Work from Home during the COVID-19 pandemic, the experience was not the same for everyone. This study explores whether different groups of employees, based on their work and organizational characteristics (i.e., organizational size, number of days per week working from home, working in team) and personal characteristics (i.e., remote work experience, having children at home), express different beliefs about working remotely, acceptance of the technology necessary to Work from Home, and well-being. A study was conducted with 163 Italian workers who answered an online questionnaire from November 2020 to January 2021. A cluster analysis revealed that work, organizational, and personal variables distinguish five different types of workers. ANOVA statistics showed that remote workers from big companies who worked remotely several days a week, had experience (because they worked remotely before the national lockdowns), and worked in a team, had more positive beliefs about working remotely, higher technology acceptance, and better coping strategies, compared to the other groups of workers. Practical implications to support institutional and organizational decision-makers and HR managers to promote remote work and employee well-being are presented.


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