Teleworking in the context of the Covid-19 pandemic: advantages, disadvantages and influencing factors--the workers' perspective.
| Autor | Brandao, Sofia |
1 Introduction
In March 2020, to prevent the spread of the Covid-19 pandemic, the Portuguese government decreed the need for confinement and the mandatory adoption of teleworking, if the nature of the work allowed it.
Thus, in the second quarter of 2020, 1 million and 38 thousand people used information and communication technologies (ICTs) to work from home, representing about 22% of the employed population (Instituto Nacional de Estatistica, 2020). This figure is distant from the 6.5% of Portuguese workers who worked from home in 2019 (Eurostat, 2019).
The adoption of teleworking implies changes for organizations and workers, and these changes are fundamental to its success (Organizacao Internacional do Trabalho, 2020). However, considering the urgent nature of its implementation in the context of the pandemic, not all organizations and workers may have had the opportunity to make all the necessary adaptations, which may impact not only the effectiveness of workers' performance but also their perception of the advantages and disadvantages of teleworking.
Based on pre-Covid-19 pandemic research findings, teleworking has both advantages and disadvantages that can be observed across three levels: individual, organizational, and societal. This study focuses on the individual perspective (workers), collecting data related to teleworking experiences in the pandemic context, with the main objectives of analysing workers' perceptions regarding the advantages and disadvantages of teleworking from home, as well as identifying factors that may influence these perceptions, based on the approach of Baruch and Nicholson (1997), in the domains of the home/family interface, the individual, the job, and the organization. Additionally, we aim to verify the intention of workers to continue teleworking after the pandemic and in which modality: full-time or part-time.
2 theoretical framework
In the 1970s, in response to the oil crisis, Jack Nilles (1975) introduced the concept of telecommuting, which consisted of working from home using telecommunications.
Telework (the designation used in Europe) is cumulatively based on the following assumptions: the use of ICTs, decentralization of task performance, regularity of the teleworking practice, and the existence of an employment relationship (Organizacao Internacional do Trabalho, 2020).
As pointed out by several authors, teleworking has advantages and disadvantages at the individual, organizational, and societal levels (Baruch, 2000; Mello, 2007) that vary according to the type of telework adopted (Kurkland & Bailey, 1999).
Some advantages for society can be found in its genesis, since teleworking arose from the need to reduce fuel consumption, traffic, and pollution (Belzunegui-Eraso & Erro-Garces, 2020). In addition, it is essential to maintain economic activities in adverse conditions caused by extreme weather events, acts of terrorism, and epidemiological outbreaks (Organizacao Internacional do Trabalho, 2020). At the same time, it facilitates access to employment for people who do not live in urban centres, require accommodations, or have dependents, impeding health conditions or disabilities (Harpaz, 2002; Mello, 2007). However, it can also have disadvantages for society, such as isolation and the need to create specific labour legislation that establishes the obligation of formal teleworking contracts that include the rights and duties of workers and employers (Belzunegui-Eraso & Erro-Garces, 2020; Pyoria, 2011).
At the organizational level, the adoption of teleworking promotes productivity and increases talent retention and attraction (Eurofound and the International Labour Office, 2017; Organizacao Internacional do Trabalho, 2020; Ollo-Lopez et al., 2020; Pyoria, 2011). However, there may be constraints in the creation of teamwork synergies, performance monitoring and evaluation, and workers' organizational commitment (Baruch, 2000; Organizacao Internacional do Trabalho, 2020).
2.1 Individual advantages and disadvantages associated with teleworking
Teleworking from home eliminates the need for daily commuting, reduces time and transport costs, and allows for savings on meals by cooking one's own food (Filardi et al., 2020; Ipsen et al., 2021).
However, working remotely may compromise feedback, networking, access to mentoring, and informal learning opportunities (Carillo, et al., 2020; Madsen 2003; Pyoria, 2011), contributing to professional isolation and loss of career advancement opportunities and benefits (Filardi et al., 2020; Kurland & Cooper, 2002).
Thus, one of the main challenges for teleworkers is to meet their need for informal communication and casual interactions, which provide benefits such as social support, a sense of belonging, and integration into the organizational culture (Baruch, 2000; Carillo et al., 2020; Madsen, 2003; Organizacao Internacional do Trabalho, 2020).
Teleworking is also associated with a decrease in unwanted interruptions (Ipsen et al., 2021), allowing workers to use their time more efficiently and focus on their performance, adapting work rhythms to their preferences, positively influencing their productivity (Eurofound and the International Labour Office, 2017; Filardi et al., 2020; Nakrosiene et al., 2019). Thus, greater autonomy is provided, which allows for a decrease in stress, a reduction in family conflicts, and an improved work-life balance (Andrade & Lousa, 2021; Beckel & Fisher, 2022; Dima et al., 2019; Tavares, 2017).
The blurring of boundaries between work and private life, however, may have consequences for workers and their families (Organizacao Internacional do Trabalho, 2020). According to Tavares et al. (2021), in a study conducted in Portugal during the pandemic, 27.5% of respondents admitted to diverting their attention from work to focus on domestic chores or children.
Thus, although teleworking reduces work stress, it may increase the stress resulting from domestic and family issues, possibly due to difficulties in reconciling the demands of both spheres (Andrade & Lousa, 2021; Mustafa & Gold, 2013; Nakrosiene et al., 2019).
The adoption of teleworking may also foster the appeal of constant availability, preventing workers from disconnecting (Andrade & Lousa, 2021; Ipsen et al., 2021) and increasing working hours, since the time saved in commuting is often used for work (Maillot et al., 2022; Organizacao Internacional do Trabalho, 2020; Sousa-Uva et al., 2021).
2.2 Factors influencing teleworking from home
According to Baruch and Nicholson (1997), the main factors that affect the implementation and development of teleworking at home are integrated into four domains: the home/family interface, the job, the individual, and the organization.
The home/family interface domain: The success of teleworking depends on the quality of family relationships, the reconciliation of work and family, and the existence of an adequate workspace to avoid distractions and the dissolution of the boundaries between the personal/family sphere and work (Carillo, et al., 2020; Mustafa & Gold, 2013; Nakrosiene et al., 2019).
The workspace, preferably an office, should offer adequate ergonomic and comfort conditions (acoustic, thermal, and lighting) to avoid musculoskeletal injuries and other health problems (Organizacao Internacional do Trabalho, 2020). According to Carillo et al. (2020) and Blahopoulou et al. (2022), having adequate physical and mental conditions for teleworking is one of the most important factors in adjusting to mandatory teleworking due to the pandemic context. Similarly, Sousa-Uva et al. (2021) state that the work environment plays a key role in satisfaction with teleworking, as it is beneficial for well-being and productivity (Massoudi & Hamdi, 2017).
At home, the quality of ICTs should maintain the speed and efficiency of work (Ipsen et al., 2021), which can be problematic for families with fewer economic resources, or who live in areas where ICTs are not fully implemented (Nunes, 2005).
Additionally, the temporary closure of nurseries and educational establishments as a result of compulsory confinement has left many parents and caregivers with the challenge of balancing parental responsibilities with professional duties (Tavares et al., 2021). Consequently, the presence of young children may increase interruptions, decreasing workers' concentration and productivity (Baruch, 2000; Ipsen et al., 2021).
The job domain: Teleworking is defined as using ICTs in the performance of tasks and applies to occupations that (i) involve the creation, processing, and dissemination of information, (ii) can be performed without a physical presence, and (iii) involve a high level of autonomy (Tavares, 2017).
However, worker autonomy may represent an increase in flexibility or a limiting action in the context of teleworking. For specialists (professionals), the tendency is for autonomy to increase, but for administrative workers (clerks), autonomy tends to decrease (Bailey & Kurland, 2002).
At the same time, according to Beckel and Fisher (2022), job autonomy is positively associated with workers' health and well-being, as well as with a reduction in work-family conflict and stress. Similarly, flexibility is presented by Sousa-Uva et al. (2021) as a predictor of satisfaction with teleworking.
The individual domain: The predisposition and ability to adjust to teleworking derives from personal characteristics, needs, and individual skills; for example, the benefits of teleworking will be valued more by workers who appreciate autonomy and working alone than by individuals with a high need for affiliation, who may perceive greater isolation (Baruch, 2000; Doberstein & Charbonneau, 2022).
There are conflicting findings regarding differences in perceptions of the advantages and disadvantages of teleworking and motivations for its adoption. While some studies do not reveal gender differences (e.g. Baruch, 2000; Sousa-Uva et...
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