Background of the Study
Empirically known as working from home, remote working has constantly evolved over the past years, with employees working from home rather than in brick-and-mortar offices. The adoption of this practice has been attributed to the rise of the digital era. The digital era has significantly contributed to breaking the traditional norm of assembling collectively at workplaces to complete tasks. Furthermore, employers have been able to positively acknowledge the role of remote working, especially during the COVID-19 pandemic, which fostered many operations and prevented the closure of some businesses (Galanti et al., 2021). On the other hand, employees have also been able to reduce work stress and achieve a better work-life balance by working from the comfort of their own homes.
Remote working has significantly impacted employee productivity and performance in many organizations. The impact has been felt across many organizations and the larger society, which has undergone a paradigm shift that has revolutionized how the labor workforce focuses on individual skills rather than the collective skills of employees (Galanti et al., 2021). The Internet has facilitated the process through telecommunication applications such as Zoom and Skype, which have fostered innovation, networking, and accessible communication on online platforms. Technologies like videoconferencing, groupware, and cloud services are thriving, connecting people to enable remote work, project completion, and meetings from anywhere, at any time. Furthermore, companies, firms, and organizations are beginning to recognize the importance of remote working in attracting and retaining top talent, as well as staying competitive.
Maintaining a good work-life balance is a significant priority for many workers. Employees can achieve a better work-life balance and add hours to their days by saving the time they would have spent on a lengthy commute and reducing expenses for the organization in securing a communal office space. Limited research and literature focus on the benefits of remote working, including its impact on employee productivity. According to Galanti et al. (2021), working from home can lead to increased family-work conflict, social exclusion, a distracting environment, and reduced workplace autonomy, all of which are directly related to employee productivity while working from home.
During the COVID-19 pandemic, family-work conflict and social withdrawal were negatively correlated with working-from-home performance and productivity. Working from home stress was adversely related to family-work tension and social isolation, unaffected by self-leadership and autonomy. The authors conclude that during the COVID-19 pandemic, individual and work-related factors both limit and facilitate remote working (Galanti et al., 2021).
More research is needed to determine the effect of remote work on employee productivity. However, this study provides a clearer picture of remote work and the well-being of remote teams during the COVID-19 outbreak. Additionally, remote working allows employees to have freedom and flexibility through technology, connecting people and enabling them to deliver projects, tasks, and duties from their homes. According to Radocchia (2018), multiple industries and business sizes should allow workers to choose when and where they work.
Employees can enjoy an improved work-life balance and reclaim the time otherwise spent on long commutes. Soga et al. (2022) describe the research and conceptual structure, disclosing the additional costs of flexible working practices and their implications for workers, managers of digital innovations, organizations, and society. They took this route due to the fast development of remote working options. The authors highlight the gaps in understanding remote working issues and the impact of remote working on employee productivity. Moreover, they offer a comprehensive strategy for overcoming the challenges, encompassing health, legal, and future research prospects.
The authors argue that organizations should minimize the blind adoption of techniques from other settings, emphasizing the need to study in broader contexts to deepen knowledge of remote working (Soga et al., 2022). As a result, this study examines how teleworking, also known as remote working, benefits both the firm and its employees by reducing the need for expensive office space and enhancing employee satisfaction.
The Rationale of The Study
This study aims to determine the benefits of working remotely for employees and its impact on their productivity, enabling managers and individuals in leadership positions to assess whether remote work is viable for them. The study will also examine whether permitting employees to work remotely reduces commuting time and expenses, enhances engagement, and enables the company to cut costs on office space and catering. Challenges facing remote working will also be addressed, and possible recommendations will be provided.
Objectives of the Study
- To investigate the uptake of remote work over the past few years and determine which industries will likely see a surge in remote work.
- To find out how employees benefit from working remotely.
- To establish how working remotely impacts an employee’s productivity.
- To find out the challenges of remote working and propose recommendations on its suitability.
Significance of the Study
This research is vital because it will demonstrate that working from home benefits workers and enhances their productivity. The research will benefit middle and senior management, as well as other leadership positions, who are actively involved in the decision-making process of allowing or disallowing employees to work from home. The target audience will be those dealing with the various challenges associated with remote working, its integration into the new corporate workflow, and operational management. Therefore, the results and conclusions of the research would be most beneficial for them. Additionally, the research will benefit the researcher by enhancing skills during the field experience and also create an area of further study in line with remote work and its effects on employee productivity.
Hypothesis
Working remotely boosts employee productivity and engagement, reduces commuting time and costs, and allows the company to lower office space and catering expenses.
Literature Review
Most employees who are not allowed to work remotely or who only sometimes did so before the COVID-19 outbreak believe their firms have done a great job with the shift to remote work. Only a tiny percentage of employees say their company handled the introduction of remote work poorly, despite many businesses being slow to adopt flexible work arrangements (Mankins & Garton, 2017). This research investigates whether allowing employees to work remotely benefits them by saving time and money on transportation, enhances employee engagement, and ultimately helps the company reduce expenses on office space and catering.
How Working Remotely Has Become Acceptable
Many organizations still operate with a 9-to-5, 40-hour work week, but more and more are adopting a remote work policy. Typically, this allows workers to work remotely or from the office at their convenience. While the remote work trend may not be suitable for all businesses, it is particularly well-suited for those in technology-intensive industries (Neeley, 2021).
Several remote work job sites have been established to support this growing trend. There are several reasons why working remotely has become acceptable. Firstly, flexibility. Millennials want the flexibility to work from wherever and whenever they like. People who work remotely may plan their work hours around their personal lifestyles rather than the other way around. Employers also benefit from this freedom because they incur lower costs for internal resources and internet expenses.
Secondly, increased productivity working remotely, believe it or not, may be more productive for some people. Working from home might reduce the stress that commutes add to people’s days. Additionally, several workplace distractions reduce productivity. These consist of ambience, impromptu meetings, and gossip.
According to Nicholas Bloom’s research, remote employees worked 9.5% harder and were 13% more productive (Onakoya, 2018). More productive employees are a contributing factor to higher revenue. This distant, compelling fantasy may become a reality by leveraging the most significant technologies and implementing a well-planned strategy.
Finally, an employer may need help attracting top talent in their region. A person increases their chances of attracting top talent by offering remote work possibilities. This solution is especially effective if individuals seek in-demand technical personnel (Mankins & Garton, 2017). Many of these high talents may be interested in working remotely.
The cost of moving to a major city may be higher for young and talented graduates. Thus, working from home enables them to increase their savings. Additionally, they will be in a far better position to relocate these remote workers on-site if the opportunity arises.
What Industries Are Likely to See a Surge in Working Remotely
The coronavirus (COVID-19) pandemic led to a significant shift in business practices toward remote work. Regardless of their prior telework policy, some businesses, such as those in the insurance, professional and technical services, and information sectors, were better equipped to switch to telework at the start of the epidemic (Mankins & Garton, 2017). However, educational institutions, information technology industries, and other related sectors are likely to see a surge in remote work.
Benefits of Working Remotely
Before the coronavirus pandemic, remote work was a trend that continued to gain widespread adoption. According to Gallup, nearly 60% of American workers who work from home wish to continue doing so, and 90% of remote employees desire to remain in this arrangement (Mankins & Garton, 2017). Employees prefer remote work arrangements because they offer greater autonomy and flexibility regarding working hours and location (Neeley, 2021).
Remote work might involve using remote work permits to travel abroad or work from a coffee shop or co-working facility. Some benefits of working from home are a better work-life balance, a flexible schedule that allows one to begin and stop working whenever they wish, and much remote employment. While some individuals work best at night, others prefer the early hours of the day. Remote employers support staff in achieving a healthy work-life balance. Maintaining equilibrium is one of the talents required for remote work.
Secondly, access to more opportunities, one of the essential advantages of remote working is having access to opportunities. Remote workers can access more job options than office employees, who are restricted by location. An individual no longer needs to relocate to a metropolis if one chooses to live in a small town or the country to have access to well-paying work (Wheatley et al., 2021).
Finally, increased diversity, inclusion, and exposure to international cultures. Since employees are not required to live near enough to commute, small firms tend to have more diverse and inclusive teams. People who work remotely are exposed to individuals from various social, geographical, and cultural backgrounds. Remote work gives job seekers with difficulty finding regular jobs more possibilities.
Downsides to Working Remotely
Firstly, since people spend much time at work and have little direct interaction with other employees, the environment there is essential and significantly influences us. Due to the absence of face-to-face connection and socializing with office employees, remote working can be difficult for many people.
Secondly, keeping a work-life balance while avoiding distractions could become more challenging to maintain a clear separation between their personal and professional life when their dining room table serves as both a workstation and a dining table (Landers, 2019). The simplest way to set such boundaries is to set up a special place as a guarded office. Even if this option is unavailable, it is still a good idea to log out of any platforms used for work after business hours. When working from home, one must maintain self-control and plan their day. To be productive, one must set up the task to a higher degree of working organization. Remember to manage personal concerns after work hours as well.
Thirdly, a person must also have internet connectivity to perform remote work. Sadly, some employees have no access to the Internet at home. Additionally, there is the problem that the working environment is unfavorable, which reduces the quantity of work that employees can do when working remotely (Mankins & Garton, 2017). Companies have also expressed unhappiness with the remote workers’ poor quality of work due to the absence of company-provided oversight. Finally, some employers contend that particular professions, including those in the manufacturing and service industries, can only be performed based on the firm where they are employed.
Effects of Remote Working on Productivity
Many businesses have reported little to no change in employee productivity despite the widespread use of communications and collaborative technology and the meteoric rise of the remote work trend. In response to the rapid disruption created by the dramatic spread of COVID-19, businesses have found creative ways to assist their employees in coping with the epidemic’s effects while at the same time preparing for an eventual return to the workplace for many of their workers (Neeley, 2021). Even though the economy has been in turmoil, technology has proven to be a lifesaver. It helped to maintain a steady output. In addition, companies with a more significant internet presence have survived and even thrived in the current economic climate.
The outbreak of COVID-19 has dramatically altered the methods by which labor is accomplished and will have far-reaching consequences for employers and workers. Moreover, indications are growing that the shift toward more flexible work styles will intensify, with far-reaching effects on the economy (Mankins & Garton, 2017). This change emanates from the companies’ realization that their workers may be just as productive when not in the office.
Why Companies Should Allow the Option of Remote Working
Since they may hire employees from anywhere, businesses should provide their staff with the option of working remotely. One may still recruit the ideal candidate for their team even if they reside in a different nation or time zone (Neeley, 2021). Working with a workforce from various locations may foster a type of variety that results in new thoughts and viewpoints, and makes it possible for them to recruit and hire the most incredible talent. Additionally, remote operations can significantly reduce overhead expenses.
Ways of Tackling Issues Associated with Remote Working
To reduce challenges associated with remote working, employers should establish a remote work policy that details who to contact in an emergency. Utilize cloud-based remote communication and collaboration tools like Trello, Skype, Zoom, and Slack. Establish goals, including short- and long-term team and individual objectives, and outline the metrics businesses will use to gauge employee achievement (Wheatley et al., 2021). Utilize time-tracking or project management software to monitor everyone’s work. Employers do not want to be the boss who makes everyone live in constant fear.
Conclusion
Researchers concluded that during the COVID-19 pandemic, employees’ productivity increased when given a choice to work from home. As a direct result of the pandemic, there has also been an increase in the number of people working from home. The literature review concludes that remote work is here to stay and will soon become the “new normal.” This review advances our understanding by showing that remote work can increase productivity during a pandemic (Mankins & Garton, 2017). The belief of their employer in their ability to maintain a work-life balance, where they spend most of their time with their families, motivates employees.
Participants
The population from which the sample will be derived will be the service industry in the United Kingdom. Eight organizations from the service industry will be selected carefully for the study. The selection of these organizations will require at least an existing remote working arrangement.
The service industry is at the forefront of embracing remote working. Some service industry sectors with the highest number of remote job postings include computer and information technology, medical and health care, project management, and sales. Other sectors within the service industry with higher remote job postings are accounting and finance, education and training, and customer service (Soga et al., 2022; Wheatley et al., 2021).
This industry still stands a great chance of benefiting from remote working for an extended period, even after the pandemic. This continued growth of remote work within the service industry is attributed to the industry’s type of work and existing structures (Wheatley et al., 2021). As a result, the service industry will be the perfect choice for this study.
Determining the total number of people engaging in remote work in the entire U.K. is difficult. However, the focus of the study is not on the number of people working remotely. Consequently, the selected respondents from the chosen organizations will be sufficient to provide the data that will be analyzed thoroughly for the study.
A rich study requires collecting data from a wide range of sources. As a researcher, having a broad perspective of the respondents on the topic is imperative for conducting well-informed and non-biased research (Shorten and Smith, 2017). Consequently, it will be critical that the researcher receives data from respondents at varying levels within the organization to accurately and thoroughly answer the research questions.
This cross-sectional inclusivity will also ensure that the study is conducted conclusively with minimal errors that could affect the accuracy of the collected data. It will also help produce findings that take cognizance of varying experiences and views on remote working. It is plausible that management differs in views about the benefits and challenges of remote work in the organization, compared to the views of the junior and subordinate staff. Thus, the study will target both the management of the selected organizations and the junior employees who are affected by remote working in one way or another.
The study targets about 100 respondents from eight organizations that will be selected for the study. Among these 100 respondents, there will be an equal number of males and females or a variation with a slight margin. It will be critical to help understand how different genders embrace remote work and how it has affected their everyday work and home routines.
The study will also aim to get responses from all age groups within the selected eight organizations. This variable will help to understand the differences in how different age groups appreciate remote working and its impact on their regular schedule. These findings from different groups of people, management, junior employees, males, females, young and old employees, etc., will help people appreciate remote work better and more informed.
Procedures
The study will utilize a non-probability convenience sample of 8 U.K. organizations that operate within the service industry. Each organization will be from a different sector of the service industry. The research will seek to have one organization from the computer sector, one from the IT sector, one from the healthcare sector, one from the education and training sector, one from the banking sector, one from the customer service sector, one from the project management sector, and one from the accounting sector. Each organization chosen will have a proven record of some remote working arrangement active within a particular department or throughout the organization. The study will then research the entire remote working population from each of the chosen organizations or their departments, with those respondents who will be available for the interviews or who will return the questionnaire, consisting of the sample for the study.
The researcher will send online questionnaires to 60 participants from the eight selected organizations. These questions must be filled out and returned within the first week of issuing them. Besides, the study will also employ interviews targeting the remaining 100 participants to get a one-on-one engagement with them and find their views regarding the impact of remote working on themselves and the organization, mainly those who will be involved in the interviews from the management teams of the selected organizations.
Data Analysis and Findings
The researcher will employ mixed research methods in undertaking the study. Consequently, they will integrate qualitative and quantitative aspects in collecting, analyzing, and interpreting the data. The mixed research method will be essential in helping the researcher to develop a more panoramic view of their research landscape. They will have the capacity to view remote working from differing viewpoints and via several research lenses (Shorten & Smith, 2017).
This method will be instrumental to the study since neither qualitative nor quantitative research methods can provide satisfactory answers to the study. The mixed methods will also be vital in better understanding the interconnection between quantitative and qualitative aspects of the data collected (Shorten & Smith, 2017). Thus, the method will allow participants to have a strong voice and share their experiences across the research process. Consequently, they will facilitate various avenues of exploration that enrich the researcher’s experiences, courtesy of different perspectives illuminating remote work.
Online questionnaires and interviews are the two primary data collection tools that the researcher will use. The online questionnaires will target about 60 participants. They will be picked systematically from the eight selected organizations. These questionnaires will be sent to them via the email addresses they will provide to the researcher. They will be expected to fill out and return their responses within a week of receiving the questionnaires.
Besides, the researcher will use interviews to collect data from the remaining about 40 participants. The interviews will mainly target participants who are part of the management teams of the selected organizations. Thus, the interviews will play a critical role in collecting data on remote working from the management’s perspective.
After collecting the data, the employer will use various tools to analyze and interpret the collected data. The study will use content and narrative analysis to analyze the qualitative data. Content analysis will be vital in analyzing verbal and behavioral data, while narrative analysis will be invaluable in analyzing data from interviews with about 40 participants (Abma et al., 2019). For the case of the analysis of the quantitative data, the study will use tables and graphs to represent various characteristics of the data.
References
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Soga, L. R., Bolade-Ogunfodun, Y., Mariani, M., Nasr, R., & Laker, B. (2022). Unmasking the other face of flexible working practices: A systematic literature review. Journal of Business Research, 142, 648-662. Web.
Wheatley, D., Buglass, S., & Harthill, I. (2021). Handbook of research on remote work and worker well-being in the post-COVID-19 era. IGI Global.