A study on the Impact of Remote Work on Employee Engagement
DOI:
https://doi.org/10.31305/rrijm2023.v03.n04.003Keywords:
Remote Work, Telecommuting, Employee Engagement, Work Dynamics, Virtual CollaborationAbstract
This research study investigates the profound changes in work dynamics brought about by the increasing prevalence of remote work. Focusing specifically on the impact on employee engagement, the study aims to discern the nuanced relationship between remote work practices and key aspects of employee engagement, including motivation, satisfaction, and commitment. Through a comprehensive review of existing literature, a conceptual framework is developed to guide the empirical investigation. The research employs a mixed-methods approach, utilizing surveys and interviews to collect data from a diverse sample of remote workers. The findings of this study contribute to the growing body of knowledge on the implications of remote work for organizational dynamics, shedding light on how the nature of work arrangements influences the engagement levels of employees. The insights garnered from this research hold significance for organizations adapting to remote work trends and seeking to foster a highly engaged and motivated remote workforce.
References
Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40–68.
Altmann, E. M., Toloşi, L., & Szeliski, R. (2018). The rise of remote work. Nature Reviews Neuroscience, 19(9), 535.
Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.
Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2020). Does working from home work? Evidence from a Chinese experiment. The Quarterly Journal of Economics, 135(1), 1–77.
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541.
Golden, T. D. (2019). Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions. Journal of Vocational Behavior, 110, 1–12.
Golden, T. D., & Veiga, J. F. (2005). The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? Journal of Applied Psychology, 90(2), 273–282.
Grant, C. A., Wallace, L. M., Spurgeon, P. C., & Tramontano, C. (2013). Social support and psychological outcome in people with traumatic upper limb absence. Rehabilitation Psychology, 58(1), 69–75.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2009). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.
Hertel, G., Geister, S., & Konradt, U. (2005). Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15(1), 69–95.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30.
Raghuram, S., Hill, R., Gibbs, J. L., & Feinberg, J. (2019). The hidden impact of telecommuting. Academy of Management Discoveries, 5(3), 316–335.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Tavares, A. I. (2020). Telework and health effects review. International Journal of Healthcare, 6(2), 94–112.
Thompson, C. A., & Prottas, D. J. (2005). Relationships among organizational family support, job autonomy, perceived control, and employee well-being. Journal of Occupational Health Psychology, 10(4), 100–118.