Enclothed Harmony or Enclothed Dissonance? The Effect of Attire on the Authenticity, Power, and Engagement of Remote Workers

2022 ◽  
Author(s):  
Erica R. Bailey ◽  
C. Blaine Horton ◽  
Adam D. Galinsky
Keyword(s):  
Remote Workers

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.

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.

US corporate duty of care faces reappraisal

2021 ◽  
Keyword(s):  
Climate Change ◽  
Social Justice ◽  
Public Good ◽  
Emotional State ◽  
Duty Of Care ◽  
Content Type ◽  
Privacy Concerns ◽  
Remote Workers ◽  
Legal Challenges

Significance With the advent of President Joe Biden's administration, the country's experience with COVID-19 is becoming part of a new debate over whether healthcare should be a public good and about the role of the company in society. Impacts Efforts to require vaccination as a condition of employment or of returning to workplaces will face legal challenges. The emergence of devices and apps for workers to report their emotional state to management will raise privacy concerns. Tech solutions, such as 'virtual commutes' for remote workers, will do little unless accompanied by effective support for employees. As remote working encourages employee relocation to cheaper locations, it will raise new issues around local pay inequalities. The Biden administration needs support from business to achieve its social justice, climate change and sustainability ambitions.

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.

Building a Community of Practice

2011 ◽  
pp. 184-201 ◽  
Author(s):  
Pete Bradshaw ◽  
Stephen Powell ◽  
Ian Terrell
Keyword(s):  
Community Of Practice ◽  
School Leadership ◽  
Communication Systems ◽  
Online Community ◽  
Research Centre ◽  
Learning Technology ◽  
Working Space ◽  
Remote Workers ◽  
Technology And Communication ◽  
Online Facilitation

This chapter looks at the work of a team of remote workers and how they have developed into a Community of Practice (CoP). It explores the roles that technology and communication methods have in the formation and development of the community. In telling the story of the progression from a team of individuals to a CoP, the chapter provides a practical guide to others wishing to do the same. Two aspects of the work of the team are considered in depth: • Building communication systems across a Distributed CoP • Building commitment, ownership, engagement and focus in a Distributed CoP The team and community on which the chapter is based is one of some 20 people working remotely for Ultralab, a learning, technology and research centre in Chelmsford, UK. The work of the team is online facilitation for the National College of School Leadership (NCSL). The team meet together approximately four times a year, using an online community space, the Facilitators’ Forum, as their day-to-day working space.

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