"During lockdown and the severe restrictions aimed to combat the COVID-19 pandemic, in Italy great consideration has been given to “smart working” (SW). This term refers to a form of work characterized by the absence of time or space restrictions and an organization by phases, cycles, and objectives. The requirements for SW are: work must be carried out electronically; the tools must be adequate; performance must be measurable and focused on objectives; employees must have a suitable place to get their work done. These requirements ensure that the essential objectives of SW are attained: replacing the logic of performing tasks with that of achieving objectives; allowing everyone to manage work actively and autonomously; stimulating more decisive accountability in work, and better performance. Since the COVID-19 outbreak, action-research interventions have been conducted by private and public organizations. The private sector has endeavored to meet the requirements described above. This has not always been the case in the public sector, where largely widespread and indiscriminate use of SW has been made, not always complying with the protocols. However, even within the “emergency” limits of these experiences, SW has generally been accepted. The main advantages reported by employees are time and money saved on travel and food, in addition to improved family life. However, some problems have also emerged. These include the perception of social isolation; difficulty in disconnecting from technology; inadequacy of the tools; inadequate communication with managers. We also found that the health conditions of some “smart workers” have worsened in terms of anxiety, sleep disorders, and emotional symptoms. The data clearly show the complexity of analyses and interventions in relation to the SW phenomenon. The protection of employees’ health, especially in terms of recovery and work-family balance, appears to be particularly complex. In this context, the authors’ experience shows that online psychology has become more significant because it allows to support employees at any time. The literature highlights the growing use of online psychological support also through smartphone apps that provide effective interventions anywhere. Therefore, if, on the one hand, the requirements, objectives, and good practices of SW are to be pursued to limit the critical issues that have arisen, on the other, organizations should provide psychological support to employees even at a distance and by using appropriate technologies."
Please, Do Not Interrupt Me: Work–Family Balance and Segmentation Behavior as Mediators of Boundary Violations and Teleworkers’ Burnout and Flourishing
