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.

Making Remote Workers Effective

2001 ◽  
pp. 186-212 ◽  
Author(s):  
D. Sandy Staples
Keyword(s):  
Information Technology ◽  
Essential Role ◽  
Remote Work ◽  
The Third ◽  
Remote Employees ◽  
Virtual Office ◽  
Remote Workers ◽  
Key Issues ◽  
The Right ◽  
Second Category

The use of telecommuting is lower than expected because of manager resistance. This chapter describes research conducted to identify two things: (1) the key issues of working and managing remotely, and (2) the activities that employees and managers should do to increase the effectiveness of remote employees. Three major categories of activities were identified. The first deals with the employee’s ability to carry out the right tasks and the manager’s ability to assess the employee’s effectiveness. The second category reflects the essential role information technology plays in enabling remote work. The third category deals with the employee’s need for advice and support. Suggestions are provided for how organizations can make the activities more common. If organizations do this, the potential of telecommuting and virtual office arrangements will be more fully reached as remote employees become more effective and resistance to these new forms of working decreases.

Are Remote and Non-Remote Workers Different? Exploring the Impact of Trust, Work Experience and Connectivity on Performance Outcomes

2002 ◽  
pp. 302-324
Author(s):  
D. Sandy Staples
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Work Experience ◽  
Interpersonal Trust ◽  
Remote Work ◽  
Weak Support ◽  
Remote Employees ◽  
Remote Workers ◽  
Role Of It ◽  
The Impact

Information technology (IT) is enabling the creation of virtual organizations and remote work practices. As this practice of employees working remotely from their managers and colleagues grows, so does the importance of making these remote end-users of technology effective members of organizations. This study tested a number of relationships that were suggested in the literature as being relevant in a remote work environment. Interpersonal trust of the employees in their managers was found to be strongly associated with higher self-perceptions of performance, higher job satisfaction and lower job stress. There was weak support for the impact of physical connectivity (i.e., the availability of IT) on job satisfaction, supporting the enabling role of IT. These findings were similar for both remote employees (i.e., those that worked in a different building than their managers) and non-remote employees. However, more frequent communications between the manager and employee was associated with higher levels of interpersonal trust only with the remote workers. Cognition-based trust was also found to be more important than affect-based trust in a remote work environment, suggesting that managers of remote employees should focus on activities that demonstrate competence, responsibility and professionalism.

scholarly journals Quality of Working Life of Remote Employees: Methodological Approaches and First Assessments for the EU and Russia

2021 ◽  
Vol 17 (1) ◽  
pp. 42-56
Author(s):  
Natalya Loktyukhina ◽  
Ekaterina Chernykh
Keyword(s):  
Working Life ◽  
General Level ◽  
Remote Work ◽  
Quality Of Working Life ◽  
Remote Employees ◽  
Remote Workers ◽  
Methodological Approaches ◽  
Reducing Costs ◽  
The Eu

The article reviews the theoretical and methodological provisions in the field of the quality of working life, summarizes the experience of foreign and Russian research in this area. Analyzed modern initiatives, approaches and proposals of international organizations. A system of indicators (characteristics) is proposed to describe the components of quality of working life of remote workers, it is concluded that these largely depend on personal circumstances (family situation, the presence of children, the ability to work at home and equipment of the workplace), which means that the characteristics of quality of working life can be supplemented with personal indicators that affect to the general level of quality of working life. Based on survey data in Europe and Russia, the risks of a decrease in the quality of working life of remote employees are shown, due to the blurring of the boundaries between work and personal life. Measures are proposed to organize the work of remote teams (primarily at the company level and in the development of the new legislation on remote work adopted in Russia) aimed at increasing the quality of working life of remote employees and reducing costs and profit growth for the employer. The problem areas are identified that require further research in terms of the development of the concept of the quality of working life.

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.

Effective Labor Organization «Remote» Employees: From Functional Tasks to Software

2021 ◽  
Vol 9 (6) ◽  
pp. 62-69
Author(s):  
N. Nagibina ◽  
A. Bestuzhev
Keyword(s):  
Data Storage ◽  
Corporate Culture ◽  
Industrial Revolution ◽  
Work Organization ◽  
Document Management ◽  
Remote Work ◽  
Video Communications ◽  
Remote Employees ◽  
Human Labor ◽  
Office Employees

In the new realities of the world, including the COVID-19 pandemic, the paradigm of management and work organization in companies is changing. The industrial revolution and digitalization are “threatening” to replace human labor with automation, robotics and artificial intelligence. The cluster of IT companies is actively developing. The management of the companies accepted the challenge of lightning fast transfer of office employees to the remote mode. The study provides recommendations on the use of software to solve functional tasks for managing employees and remote teams. Based on a detailed analysis of the characteristics, practices of companies and price guidelines, a list of software for managing employees on remote employment is formed. The software is presented for functional tasks: discussion of operational tasks using video communications, setting and monitoring long-term tasks, document management and online accounting, quick access to services and data storage. Maintaining a healthy and developing digital corporate culture is key to the success of remote work.

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.

scholarly journals The Outsourcing of Online Dating: Investigating the Lived Experiences of Online Dating Assistants Working in the Contemporary Gig Economy

2020 ◽  
Vol 6 (3) ◽  
pp. 205630512095729
Author(s):  
Annisa M. P. Rochadiat ◽  
Stephanie Tom Tong ◽  
Jeffrey T. Hancock ◽  
Chloe Rose Stuart-Ulin
Keyword(s):  
Lived Experience ◽  
Lived Experiences ◽  
Virtual Organization ◽  
Online Dating ◽  
Food Delivery ◽  
Remote Work ◽  
Cottage Industry ◽  
Face To Face ◽  
Remote Employees ◽  
Gig Economy

A small cottage industry emerging within the larger gig economy is online dating assistant (ODA) companies that allow paying clients to outsource the labor associated with online dating, including profile development, date selection and matching, and even interaction (i.e., ODAs assume their clients’ identities to exchange messages with other [unsuspecting] daters to secure face-to-face dates). The newness of this industry presents an opportunity to investigate the lived experience of remote employees working in an up-and-coming virtual organization. Through interviews with six ODAs, we explored motivations, day-to-day workflow, and development of work identities. Analysis uncovered unique challenges ODAs faced when performing the “human-based” tasks of online dating, which differed starkly from other popular services being bought and sold in the gig economy (e.g., rideshare, food delivery). Findings also show how ODAs engage in pragmatic and critical sensemaking as they navigate the specific challenges associated with ODA labor, and those created by remote work and gig labor, more generally.

scholarly journals The Link Between Personal Factors and Workaholism: The Role of Remote Working During the COVID-19 Pandemic

Psichologija ◽  
2021 ◽  
Vol 64 ◽  
pp. 12-22
Author(s):  
Modesta Morkevičiūtė ◽  
Auksė Endriulaitienė
Keyword(s):  
Type A ◽  
Well Being ◽  
Important Variable ◽  
Remote Work ◽  
Personal Factors ◽  
Remote Workers ◽  
Type A Personality ◽  
The Relationship ◽  
The Way

The aim of the present study was to investigate the role of the way of doing work for the relationship between employees’ perfectionism, type A personality and workaholism during COVID-19 pandemic. A total of 668 Lithuanian employees participated in a study. The sample included employees who worked in the workplace (n = 331), as well as those who worked completely from home (n = 337). The levels of workaholism were measured using DUWAS-10 (Schaufeli et al., 2009). A multidimensional perfectionism scale (Hewitt et al., 1991) was used for the measurement of perfectionism. Type A personality was assessed with the help of the Framingham type A personality scale (Haynes et al., 1980). It was revealed in a study that the positive relationship between perfectionism and workaholism was stronger in the group of complete remote workers. It was further found that the moderating role of the way of doing work was not significant for the relationship between type A personality and workaholism. Overall, the findings support the idea that remote work is an important variable determining the development of health-damaging working behaviors among those employees who excel perfectionistic attributes. Therefore, the way of doing work must be considered when addressing the well-being of employees.

scholarly journals Workplace Innovation through Proactivity. Job Crafting and Work Engagement Dynamics among Remote Workers in Italy.

2021 ◽  
Author(s):  
Arianna Costantini ◽  
Serena Rubini
Keyword(s):  
Work Engagement ◽  
Well Being ◽  
Job Crafting ◽  
Bayesian Estimator ◽  
Work Organisation ◽  
Remote Work ◽  
Work Processes ◽  
Work Related ◽  
Remote Workers ◽  
Workplace Innovation

In this chapter, we adopt a psychological perspective to the study of workplace innovation in Italy. Framing our contribution in the context of remote working and workplace innovation before, during, and after the COVID-19 emergency, we investigate how proactive behaviours (i.e., job crafting) transforming remote work processes resulted in different levels of work engagement during the pandemic. Three-wave longitudinal data were collected from a final sample of 35 remote workers (N=105 observations). Results from multilevel analyses with Bayesian estimator showed that remote working was associated with higher frequencies of behaviours aimed at actively distancing by one’s work role, which in turn was associated with lower work engagement. On the other side, employees reporting more efforts to optimise their work processes proactively reported higher engagement than those displaying less proactivity towards remote work organisation. These findings highlight the need for remote working solutions to account for individual proactivity in enacting remote work processes, since such behaviours are significant predictors of work engagement, a key factor to allow higher organisational performance and work-related well-being.

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