Does ´remote work` work?

In recent years due to increasing globalization and technology advancement, new working methods have emerged, such as remote working. Two aspects clearly characterize this new approach: workers work outside the physical workplace and the existence of a connection between home and office (Rupietta & Beckman, 2016). Working from home has become increasingly popular both for entrepreneurs and dependent workers, and growing pressure for organisations to find flexible working conditions has been promoted by younger generations at work (e.g., Millennials). 

One of the critical questions to consider is: What are the benefits and potential problems of remote working?

Some of the clear benefits for employers are the significant decrease in costs due to reduced need for physical workspace, and the possibility to have workers in several geographies, thus fostering cultural diversity. 

With regard to workers, there seem to be clearly perceived advantages, but there are also potential risks. Assuming that the worker has chosen this method of work voluntarily, remote work will be perceived as a benefit, a vote of confidence of the organization and the possibility of having more autonomy in the performance of their tasks (Rupietta & Beckmann, 2016). According to Hackman and Oldham (1976) job characteristics, namely high autonomy, have a positive impact on employee motivation and performance. In addition, the worker will spend less time commuting, then saving time for other tasks and activities. 

However, working from home implies reduced socialization at work since its clear association with solitary work. Reducing social interactions can have repercussions in terms of wellbeing and social support that could hinder team cohesion. On the other hand, time management can also be challenging with a greater propensity for distraction (Rafalski & Andrade, 2015). Moreover, the difficulty in establishing boundaries between personal and professional life, which can generate conflict between work and family, is also pointed as a potential difficulty. The work-family conflict has a negative relationship with job satisfaction and commitment to the organization, being related to high levels of work stress and the intention to leave the organization (Amstad, Meier, Fasel, Elfering, & Semmer, 2011).

Thus, when an organization is considering remote working, both benefits and potential challenges should be acknowledged, and it is essential in these cases that workers create routines and set boundaries between the various domains of their lives (Rafalski & Andrade, 2015). In addition, support from the organization, and specifically from management, is crucial in order to manage potential risks and emerging challenges when implementing new working policies and practices. 

Examples of good practices some organisations have already in place are: clear and consistent communication (e.g., chat room and meetings to plan the week and check the week goals), buddy system, such as pairing members from officer team and remote-team, and punctual team building activities with all members to promote interaction of all members and make the team comfortable around each other.

In conclusion, remote working seems an important way to boost autonomy and flexibility in the current work paradigm but it comes also with new potential risks and disadvantages that should be handled by organisations carefully and attentively. 

Rita Alves Feio, Organizational Psychologist – HR Intern @Bound.Health

References 

Amstad, F. T., Meier, L. L., Fasel, U., Elfering, A., & Semmer, N. K. (2011). A meta-analysis of work–family conflict and various outcomes with a special emphasis on cross-domain versus matching-domain relations. Journal of occupational health psychology, 16(2), 151.

Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.

Rafalski, J. C., & Andrade, A. L. D. (2015). Home-office: aspectos exploratórios do trabalho a partir de casa. Temas em Psicologia, 23(2), 431-441.

Rupietta, K., Beckmann, M., 2016. Working from Home – What is the Effect on Employees’Effort? WWZ Working Paper 2016/07. Center of Business and Economics (WWZ), University of Basel.