The pandemic has changed quite a few aspects of people’s lives globally, causing a series of permutations that have shifted the dynamics of relationships in a range of areas. However, the employment setting remains the sector that has suffered the greatest and the most powerful set of changes. Among the most notable alterations introduced into the specified context, remote work should be mentioned as the one that has caused some of the most varied responses.
While some claim that remote work is exceptionally positive both for employees and organizations, others insist that working in the online setting on a regular basis leads to the detriment of employees in their organizations (Tappe).
Though both sides introduce rather impressive argumentation, those insisting on the benefits of remote work on the economy and work-life balance appear to be correct.
With the transition to the remote context, a range of organizations whose managers and leaders have not been made privy to the associated HRM issues have experienced a drop in employees’ motivation and engagement. Furthermore, studies report that, while some staff members have responded promptly to the need to change their idea of time management and performance process, others have found it exceptionally difficult to rearrange their workflow (Tsipursky).
The lack of skills linked to work organization, introspection, and the associated issues, as well as the absence of awareness of and preparedness to the challenges of remote work, have created significant impediments for the further management of work-life balance in employees. In turn, the problem of awareness is linked directly to the corporate culture and the lack of focus on incremental change within it. Specifically, once an organization introduces a philosophy that encourages the active development of new skills and capabilities, staff members re likely to consider the options associated with remote work, as well as the skills needed to coordinate their personal and professional lives better (Tappe). For this reason, it is strongly recommended to focus on introducing the relevant elements of the workplace culture geared toward active development and continuous growth.
According to the reports provided by Shirmohammadi et al. (174), the described outcome can be explained by the inapplicability of the established leadership and management models and strategies to the remote workplace context (Shirmohammadi et al. 175). Specifically, without appropriate changes to the leadership and management frameworks, especially in regard to the control and promotion of corporate social responsibility (CSR), the opportunities for performance quality control have been limited (Shirmohammadi et al. 175). Therefore, he adverse effects of the transition to the remote workplace context on the global and local economy are also undeniable.
Who Is Affected
The issue at hand affects a range of stakeholders, employees being the primary audience that suffers to the greatest extent. Studies have demonstrated that the transfer to the remote workplace setting has caused a significant percentage of employees to experience difficulties regulating their work-life balance due to the absence of a clearly delineated boundary between their workplace and their home environment (Adisa et al. 1695). Namely, the research by Adisa et al. illustrates the challenges that numerous staff members encountered after being transferred to the remote workplace context (1697). The observed issue can be ascribed to the lack of skills of work-life balance coordination.
Pinpointing the exact time slot on which the problem at hand occurred, one should mention the pandemic outbreak.
When and How
Since the specified issue caused a mass transfer to the remote workplace context, problems associated with the absence of preparedness and the relevant concerns were subsequently discovered (Molino et al. 5199). Specifically, the employees have demonstrated the lack of understanding of how the core workplace processes can be rearranged to fit the remote workplace context. Most importantly, the coordination of activities related to work and personal life has proven to be quite complicated.
Among the key causes of the observed issue, one could cite the lack of preparedness among employees, as well as the absence of strategies for supporting employees’ transition to the remote context in most organizations. Specifically, the lack of appropriate leadership guiding employees toward increased independence and greater agency in the management of their workflow should be mentioned (Leonardi 249).
One must not underestimate the fact that the changes implemented in most organizational contexts globally, namely, the transition to the remote workplace environment, has created a variety of adverse outcomes and affected a range of employees negatively.
Namely, the issue regarding teamwork and the complications associated with promoting it in the remote workplace context should be mentioned as one of the core adverse factors. Specifically, the described concern affects the level of work-life balance in staff members to a significant extent since it implies frequent misunderstandings and the resulting delays and mismanagement of core tasks leading to the need to work longer hours (Charalampous et al. 61). The specified outcome can also be linked to the lack of appropriate skills in staff members and managers, as well as reduced control over employees’ performance in the remote setting (Charalampous et al. 62). With a change in the corporate philosophy and leadership framework, organizations will be able to addressed described concern.
In turn, the seriousness of the issue can by regarded as very high, given the extent of adverse repercussions for companies. Specifically, failing to assist staff members in adjusting to the remote workplace context will inevitably cause a decline in performance and, ultimately, a drop in the firm’s profit margins (Molino et al. 5199). Therefore, there is a tangible threat to the extent of the organization’s competitiveness and its survival chances in the global economy.
In turn, the consequences of failing to address the observed concerns are bound to be dire. Namely, with the failure to facilitate a proper transfer to the remote work context, an organization will observe a rapid decline in economic performance, as well as work-life misbalance in its employees. Therefore, managing the described issues should be represented as one of the key objectives.
Overview of Solution
Arguably, the specified side effects can be addressed by promoting the concepts of flexibility and incremental improvement into the organizational context of companies experiencing difficulties with adjustment to the described change. Specifically, the issues with the management of employees’ performance in the digital context indicate problems in leadership and performance management (Aloisi, Antonio, and Valerio De Stefano 291). The emphasis on flexibility and the promotion of increased agency among staff members, with the focus on participatory leadership, will contribute to an increase in the extent of staff members’ independence. As a result, the staff will engage in professional development and the acquisition of relevant skills actively, which will help them transition to the remote workplace context.
Research to Support
The importance of promoting a change- and innovation-oriented perspective can be confirmed by a range of studies conducted on the issue of encouraging a positive shift in corporate performance rates. Specifically, by introducing the value associated with acknowledging the role that staff members play in the corporate context, the organization will be able to demonstrate its support of its staff. As a result, the expected outcomes will be achieved successfully. Namely, it is vital for the company to pursue the idea of continuous improvement. The proposed change will enable the organization to build motivation among its employees while also enabling them to equip themselves with the tools and skills needed to maintain a careful work-life balance in the context of the remote organizational setting.
Process of Implementation
Specifically, a change in values must be introduced, encouraging staff members to embrace change as an inseparable part of the business setting. Correspondingly, the notion of incremental innovation must be introduced into the organizational context to ensure that the process of change is integrated into the very core of the company and becomes one of the main constituents of its philosophy. Thus, staff members will be able to recognize the inevitability of change and embrace its benefits. In other words, the promotion of incremental change and innovation on an organizational level as a part of corporate philosophy and ethics is expected to lead to a change in employees’ perspectives and their further acceptance of change. As a result, staff members will develop the ability to adjust to the transition to the remote workplace context, developing the skills necessary to continue working productively in the specified setting.
Among the core issues that the company is expected to face when being introduced to the change in question, one should mention the likely resistance among the staff members. Given the current lack of motivation among the specified population, the introduction of a change-oriented perspective is unlikely to be appreciated. Therefore, the problem of opposition is to be expected. Furthermore, the issue under analysis will be addressed successfully by creating a setting where staff members will feel comfortable taking a more active part in the organizational decision-making, therefore, taking initiative.
Admittedly, the proposed solution may involve facing several problems. For example, the offered strategy suggests making a drastic change to the corporate environment, including a shift in the corporate values and perspective. The described alterations re likely to take significant time, which will affect the company’s position in its highly competitive market setting. Therefore, it is vital for the company to enhance the process of change and introduce relevant solutions promptly.
At the same time, the advantages of the offered change will outweigh the minor issues that may occur. Specifically, the development of agency and initiative in the staff members, as well as the expansion of possibilities within the organization, should be mentioned as the core advantages. With the transfer to the digital context, the company will be able to manage data more effectively.
Comparison with Other Solutions
Comparing the proposed solution to other options will reveal that the existing alternatives will ultimately lead to the same problem of encouraging change. Namely, the option to continue working in the offline setting will suggest that the organization will continue exploring innovative solutions and the associated opportunities for expanding the range of its connections and partnership options. The alternative solution, which implies remaining in the offline setting, will eventually lead to the company failing to embrace change and quickly becoming stale in its development.
How It Solves the Problem
The solution in question allows for addressing the problem of reduced performance efficacy since it helps manage several issues simultaneously. Namely, it offers a change in the leadership framework by offering staff members greater agency and building the basis for an HWP structure (Molino et al. 5199). Furthermore, the offered solution leads to the promotion of incremental innovation within the company, thus, building its competitive advantage. Therefore, organizations will benefit extensively from the specified change.
Moreover, the introduction of work-life balance opportunities into the organizational setting by transitioning to the online context deserves to be mentioned as one of the core advantages. Nevertheless, once the specified issue is overcome, the transition to the remote wok context offers a plethora of advantages that allow for increasing both the quality of employees’ lies and the efficacy of their performance. Arguably, the shift from the traditional organizational setting to the remote one has improved the overall level of work-life balance to a significant extent by increasing preparedness among employees and exposing them to a setting where they had to develop the necessary skills. As a result, people working remotely will have built the resilience needed to address the described changes, as well as acquired the skills for managing their schedule more effectively. Namely, reports indicate that a substantial range of employees have revisited their approach to workplace performance and, therefore, improved their productivity. Namely, the manner in which they will rearrange their task planning and implementation, as well as the way in which they changed their time management strategy, in general, will lead to significantly positive outcomes.
Despite the presence of legitimate concerns and evidence among both the supporters and opponents of remote work, the transfer of core workplace processes into the digital realm provides means of enhancing work-life balance and quality of life.
The integration of remote work opportunities into the global economy has demonstrated that the transfer to remote settings has made it possible for staff members to inject greater flexibility into their workplace context. Specifically, studies have illustrated that the transition to teleworking has provided a chance to streamline essential processes while minimizing the extent of stress due to the shift toward a more comfortable and, therefore, more secure environment.
Although the remote work context has its disadvantages, the lack of managerial and leadership control over employees’ immediate actions and decision-making being the key one, the benefits of working from home outweigh the disadvantages. Thus, it is recommended that remote work should become the default mode for employee functioning in the setting where physical presence in the office or the organizational context, in general, is unnecessary. Thus, companies will be able to manage costs more effectively while keeping their performance rates high.
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Aloisi, Antonio, and Valerio De Stefano. “Essential Jobs, Remote Work and Digital Surveillance: Addressing the COVID‐19 Pandemic Panopticon.” International Labour Review, vol. 161, no. 2, 2022, pp. 289-314.
Charalampous, Maria, et al. “Systematically Reviewing Remote E-Workers’ Well-Being at Work: A Multidimensional Approach.” European Journal of Work and Organizational Psychology, vol. 28, no. 1, 2019, pp. 51-73.
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Tappe, Anneken. “Why Remote Work Is a Big Problem for the Economy | CNN Business.” CNN, Cable News Network, Web.
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