The co-evolution of remote work and expectations in a COVID-19 world utilizing an expectation disconfirmation theory lens

Purpose As researchers are being called to examine the evolving technology research issues for COVID-19 and other pandemics, remote work has been accelerated and represents the future of work. Although it is known that one of the top forces shaping the future of work is changing employee expectations, the knowledge of remote work during a pandemic remains scant. Thus, this paper aims to determine the impact of remote worker’s expectations on their level of satisfaction and intention to continue to work remotely. Design/methodology/approach Using one of the prominent theories on expectations, Expectation Disconfirmation Theory (EDT), the authors conduct an online survey of 146 individuals who are currently working remotely. Findings By applying EDT, the findings demonstrate that an individual’s expectations regarding remote work impact their level of satisfaction with remote work and intention to continue to work remotely. Incorporating extant research, the findings extend the research stream to indicate that employees’ expectations about remote work significantly impact both their level of satisfaction and level of productivity. Originality/value The discussion elucidates the significance of understanding employee expectations regarding remote work in the evolving new normal. The findings from the study demonstrate the importance of an individual’s expectations regarding remote work on their level of satisfaction with remote work and intention to continue to work remotely. Thus, this study fills a gap in the literature by applying EDT to the remote work context.

Future of Work

The aim of the chapter is to advance the framework of meaningful work under the new normal of COVID-19. The conceptualization of meaningful work is defined by the extensive literature review and current research findings. Future of work and its meaning are shaped by the crucial internal and external triggers as human resource practices, job-demand resources model, leadership, job crafting, playful work design, strengths used by individuals, and self-leadership. The meaning at distance work is reinforced by the fulfillment of individual needs. Within this context, new conceptualization of needs for meaning-based person job fit has emerged. The understanding of the relationship between variables and new meaningful work were enlightened by the theoretical framework of self-determination theory, social exchange theory, job-demand resources theory, work identity theory, social learning theory, social cognitive theory, and self-leadership theory. The chapter explores the possible outcomes of COVID-19 and its possible opportunities for employees, organizations, and education sectors.

Bringing Life to Online Meetings

The future of work and learning will take place in two-dimensional, online settings, even if these virtual formats are used to augment in-person experiences. In this chapter, the author reflects on his improv theater and teaching experiences to offer practical advice on enhancing collaboration in small, synchronous online meetings, both in the classroom and workplace. Core principles include engaging selflessly, honoring the power of empty space, and bringing emotional and physical energy to each online session. The author shares lively examples from his own theatrical experience and supports the use of basic improv principles through social science, neuroscience, and workplace engagement research.

Visions of a More Sustainable Future of Work for the Underserved

For generations, humanity has experienced socioeconomic disparities that are yet unresolved. Although education and training have transformed some individuals in society, they have not addressed the broader issues of sustainable employment for many underserved communities. Governments, corporations, policymakers, and numerous stakeholders have continued to address the problem, yielding disappointing results. Growing inequality in society continues to be a major concern. Vertical inequalities between the poor and the rich and horizontal inequalities between various groups of society have remained high for centuries. This chapter focuses on a variety of individual elements that outline the current challenges to humanity in an unequal society that certain communities continue to face, citing an unsustainable environment. Inequality and degradation negatively impact the future of work. Efforts continue to advance the future of work as a progressive, stable, and welcoming environment without the need for underserved communities to be marginalized.

Corporate Governance and the Future of Work, Work-Family Satisfaction, and Employee Well-Being

This chapter examines the issues of work satisfaction, employee well-being, and the future of work from the perspective of and as impacted by two prominent and contemporary models of corporate governance. It begins with an examination of work satisfaction and leadership, informed by motivation, leadership, and workplace attachment theories, then discusses how these theories have been impacted by changes in corporate governance. Present-day implications of corporate governance on work satisfaction and well-being are examined, followed by the implications of these considerations for the future of work in the fourth industrial revolution.