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Remote working and employee engagement: a qualitative study of British workers during the pandemic

Remote working and employee engagement: a qualitative study of British workers during the pandemic Through the lens of Conservation of Resources (COR) theory, this study explores how remote working inhibits employee engagement. The authors offer a fresh perspective on the most salient work- and nonwork-related risk factors that make remote working particularly challenging in the context of Covid-19.Design/methodology/approachThe authors use data from semi-structured interviews with 32 employees working from home during the Covid-19 lockdown. Based on the interpretivist philosophical approach, the authors offer new insights into how employees can optimize work- and nonwork-related experiences when working remotely.FindingsThe authors show that the sudden transition from in-person to online modes of working during the pandemic brought about work intensification, online presenteeism, employment insecurity and poor adaptation to new ways of working from home. These stress factors are capable of depleting vital social and personal resources, thereby impacting negatively on employee engagement levels.Practical implicationsEmployers, leaders and human resource teams should be more thoughtful about the risks and challenges employees face when working from home. They must ensure employees are properly equipped with the relevant resources and support to perform their jobs more effectively.Originality/valueWhile previous research has focused on the benefits of remote working, the current study explores how it might be detrimental for employee engagement during a pandemic. The study provides new evidence on the most salient risks and challenges faced by remote workers, and how the unique Covid-19 context has made them more pronounced. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Information Technology and People Emerald Publishing

Remote working and employee engagement: a qualitative study of British workers during the pandemic

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References (56)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0959-3845
DOI
10.1108/itp-12-2020-0850
Publisher site
See Article on Publisher Site

Abstract

Through the lens of Conservation of Resources (COR) theory, this study explores how remote working inhibits employee engagement. The authors offer a fresh perspective on the most salient work- and nonwork-related risk factors that make remote working particularly challenging in the context of Covid-19.Design/methodology/approachThe authors use data from semi-structured interviews with 32 employees working from home during the Covid-19 lockdown. Based on the interpretivist philosophical approach, the authors offer new insights into how employees can optimize work- and nonwork-related experiences when working remotely.FindingsThe authors show that the sudden transition from in-person to online modes of working during the pandemic brought about work intensification, online presenteeism, employment insecurity and poor adaptation to new ways of working from home. These stress factors are capable of depleting vital social and personal resources, thereby impacting negatively on employee engagement levels.Practical implicationsEmployers, leaders and human resource teams should be more thoughtful about the risks and challenges employees face when working from home. They must ensure employees are properly equipped with the relevant resources and support to perform their jobs more effectively.Originality/valueWhile previous research has focused on the benefits of remote working, the current study explores how it might be detrimental for employee engagement during a pandemic. The study provides new evidence on the most salient risks and challenges faced by remote workers, and how the unique Covid-19 context has made them more pronounced.

Journal

Information Technology and People – Emerald Publishing

Published: Jul 19, 2023

Keywords: Remote working; Employee engagement; COR theory; Working from home; Covid-19; Virtual working

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