A Study on the Preparedness of IT Employees for Work from Home - (WfH) during the Covid-19 Lockdowns

Authors

  • M M Bagali Director

Abstract

Work from home (WfH) is an option that is increasingly becoming one that organisations offer to their employees, with mutual benefits to both the organisation (in terms of lower office rental costs, maintenance) and the employees (comforts, travel, stress). Work from home (WfH) is increasingly becoming an option that organisations offer to their employees (in terms of better work-life balance). During the recent Covid-19 pandemic, it became essential for several industries to ensure the continuity of their business operations, particularly during lockdown periods and as a result of the restrictions on social and physical distancing that have been imposed by governments to prevent the pandemic from spreading. Because of this, WfH has become the norm in a number of different fields. However, the literature pays very little attention to the willingness of workers to perform their jobs from the comfort of their own homes and a mixed reaction is observed. The goals of this paper are to investigate whether or not workers in the IT business are adequately prepared for working flexible hours and whether or not they are satisfied with WfH. For the purpose of the study, data was collected from a representative sample of 100 workers working in a variety of IT organisations located all over the country through the administration of a structured questionnaire. From March 2020 through June 2021, the lockdowns of the Covid-19 experience is examined and the samples were asked to recall their days of experience during this period. The findings of the study showed that the majority of IT employees had never WfH before the lockdowns, and that the majority of IT employees were not initially fully prepared for WfH. This was especially true for female IT employees in comparison to male IT employees, younger IT employees in comparison to older IT employees, and employees living in rural areas in comparison to employees living in urban areas. The findings of the survey also demonstrated that contentment with processes had the biggest impact on IT employees' overall satisfaction with WFH. This was followed by satisfaction with their work environment (at home) and satisfaction with the training they received during WfH. The IT organisations should place a strong emphasis on processes, the work adjustments (at home), and the new way of work orientation in order to boost employee satisfaction with work-fromhome options.

References

Shafizadeh, Kevan R., et al. "The costs and benefits of home-based telecommuting." (2000).

Grant CA, Wallace LM, Spurgeon PC, Tramontano C, Charalampous M. Construction and initial validation of the E-Work Life Scale to measure remote e-working. Employee Relations. 2019 Jan 7;41(1):16-33.

Abelsen SN, Vatne SH, Mikalef P, Choudrie J. Digital working during the COVID-19 pandemic: how task–technology fit improves work performance and lessens feelings of loneliness. Information Technology & People. 2021 Sep 24.

Adamovic M. An employee-focused human resource management perspective for the management of global virtual teams. The International Journal of Human Resource Management. 2018 Aug 6;29(14):2159-87.

Mustajab D, Bauw A, Rasyid A, Irawan A, Akbar MA, Hamid MA. Fenomena Bekerja dari Rumah sebagai Upaya Mencegah Serangan COVID-19 dan Dampaknya terhadap Produktifitas Kerja Working from Home Phenomenon as an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity. Int. J. Appl. Bus. 2020;4:13-21.

Alghaithi A, Sartawi K. Improving Remote Employees’, Organisational Productivity–Practical Guidelines for Identifying and Managing Bottlenecks in Today’s World. IOSR Journal of Business and Management. 2020;22(2):63-74.

Alipour JV, Fadinger H, Schymik J. My home is my castle–The benefits of working from home during a pandemic crisis. Journal of Public Economics. 2021 Apr 1;196:104373.

Antonacopoulou EP, Georgiadou A. Leading through social distancing: The future of work, corporations and leadership from home. Gender, Work & Organization. 2021 Mar;28(2):749-67.

Arora, P., & Suri, D. (2020). Redefining, relooking, redesigning, and reincorporating HRD in the post Covid 19 context and thereafter. Human Resource Development International, 23(4, SI), 438– 451. doi: 10.1080/13678868.2020.1780077.

Athanasiadou C, Theriou G. Telework: systematic literature review and future research agenda. Heliyon. 2021 Oct 1;7(10):e08165..

Bartsch S., Weber E., Buttgen M., Huber A. (2021). Leadership matters in crisis-induced digital transformation: How to lead service employees effectively during the COVID-19 pandemic. Journal of Service Management, 32(1):71–85. doi: 10.1108/JOSM-05-2020-0160.

Bonacini L., Gallo G., Scicchitano S. (2021). Working from home and income inequality: Risks of ‘new normal’ with COVID-19. Journal of Population Economics, 34(1):303–360. doi: 10.1007/s00148-020-00800-7.

Collins, J.H., and Moschler, J. (2009). The benefits and limitations of telecommuting. Defense AR Journal 16(1), 55-66.

Contreras F, Baykal E, Abid G (2020). E-leadership and teleworking in times of COVID-19 and Beyond: What we know and where do we go. Frontiers in Psychology, 11: 590271.

Delanoeije, J., and Verbruggen, M. (2020). Between-Person and Within-Person Effects of Telework: A Quasi-Field Experiment. European Journal of Work and Organisational Psychology 29 (6): 795–808.

Dingel, J.I. and Neiman, B. (2020). How Many Jobs Can Be Done at Home. Journal of Public Economics 189, Article 104235.

Kaiser, S., Suess, S., Cohen, R., Mikkelsen, E. N., & Pedersen, A. R. (2022). Working from home: Findings and prospects for further research. German Journal of Human Resource Management, 36(3), 205–212. https://doi.org/10.1177/23970022221106973

Karabinski T, Haun VC, Nübold A, et al. (2021). Interventions for improving psychological detachment from work: A meta-analysis. Journal of Occupational Health Psychology, 26(3): 224– 242.

Kazekami, S. (2020). Mechanisms to improve labor productivity by performing telework. Telecommunications Policy, 44(2), Article 101868.

Kniffin KM, Narayanan J, Anseel F, et al. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist ,76(1): 63–77.

Lupu VL. Teleworking and its benefits on work-life balance. In4th international multidisciplinary scientific conference on social sciences and arts SGEM 2017 2017 (pp. 693-700).

Messenger, J.C., and Gschwind, L. (2016). Three generations of Telework: New ICTs and the (R)evolution from Home Office to Virtual Office. New Technology, Work, and Employment 31(3), 195-208.

Schmoll R, Süß S (2019). Working anywhere, anytime: An experimental investigation of workplace flexibility's influence on organizational attraction. Management Revue, 30(1): 40–62.

Shockley K., Clark M., Dodd H., King E. (2021). Work-family strategies during COVID-19: Examining gender dynamics among dual-earner couples with young children. Journal of Applied Psychology, 106(1):15–28. doi: 10.1037/apl0000857.

Van Zoonen W, Sivunen AE. The impact of remote work and mediated communication frequency on isolation and psychological distress. European Journal of Work and Organizational Psychology.2022 Jul 4;31(4):610-21.

Waizenegger L., McKenna B., Cai W., Bendz T. (2020). An affordance perspective of team collaboration and enforced working from home during COVID-19. European Journal of Information Systems, 29(4):429–442. doi: 10.1080/0960085X.2020.1800417.

Wang X, Zhang Z, Chun D. How does mobile workplace stress affect employee innovative behavior? The role of work–family conflict and employee engagement. Behavioral Sciences. 2022 Jan;12(1):2.

Wendsche J, de Bloom J, Syrek C, et al. (2021). Always on, never done? How the mind recovers after a stressful workday? German Journal of Human Resource Management, 35(2): 117–151.

Wu Y, Antone B, Srinivas A, DeChurch L, Contractor N. Teamwork in the time of COVID-19: Creating, dissolving, and reactivating network ties in response to a crisis. Journal of Applied Psychology. 2021 Oct;106(10):1483.

Xie JL, Elangovan AR, Hu J, et al. (2019). Charting new terrain in work design: A study of hybrid work characteristics. Applied Psychology, 68(3): 479–512.

Zhang C, Yu MC, Marin S. Exploring public sentiment on enforced remote work during COVID19. Journal of Applied Psychology. 2021 Jun;106(6):797.

Published

2023-06-14

How to Cite

Bagali, M. M. (2023). A Study on the Preparedness of IT Employees for Work from Home - (WfH) during the Covid-19 Lockdowns. NOLEGEIN-Journal of Human Resource Management &Amp; Development, 6(1), 1–9. Retrieved from https://mbajournals.in/index.php/JoHRMD/article/view/1105