The prevalence of teleworking has grown significantly in recent years, driven by the widespread adoption of information and communication technologies and accelerated by the global pandemic. Despite the availability of this flexible work arrangement in many organizations, it remains a relatively uncommon practice in the current labor market.
With a view to examining the diverse factors that influence teleworking, including psychosocial aspects, productivity, and costs, researchers at the Universitat Oberta de Catalunya (UOC) have conducted a comprehensive analysis of various perspectives and perceptions on the subject.
“We explore and examine different models to identify the factors affecting—positively or negatively—performance of employees teleworking, showing how trust, excessive workloads, social isolation and work-related fatigue impact their performance,” the researchers explain.
Pros and cons
Extensive research on teleworking has revealed its potential to enhance the performance of individuals, groups, and organizations. Comparative studies have demonstrated that teleworkers tend to experience higher levels of productivity and lower levels of fatigue, contributing to improved overall performance.
However, caution is warranted as other studies have highlighted the potential downsides of teleworking. The nature of this form of work may lead to increased work intensity, resulting in prolonged periods of mental or physical effort that may compromise staff efficiency and performance.
“These results raise a dilemma, since on the one hand, we see favorable conditions and beneficial effects, but on the other, there may be a dysfunctional impact and limitations on optimal staff performance,” the researchers continue.
Trust is key
The researchers analyzed data from various Spanish companies that have implemented teleworking revealing that trust plays a crucial role in determining the effectiveness of this work arrangement.
Employees who trust in teleworking tend to perceive it as a means to enhance their productivity. Conversely, those who lack trust in this type of work relationship tend to have lower expectations of their performance levels, potentially leading to social isolation or work-related fatigue issues.
“Fatigue is the factor that has the greatest (negative) effect on teleworking performance, followed by trust, which is positive, and social isolation, which is once again negative,” the researchers explain.
The absence of social connectivity is a critical variable in determining individual performance in the workplace. While reducing irrelevant interactions and increasing available time may enhance overall effectiveness, employees who experience feelings of isolation may suffer negative impacts on their job performance.
“Social isolation refers to an individual’s feelings of a lack of inclusion or connection at work. Isolated employees have less trust in their skills and knowledge and have few opportunities to interact with colleagues, as well as a diminished capacity to manage things,” the authors continue. “That’s why the role of managers is essential in facilitating the effective social integration of staff who telework.”
The risk of overwork
Overworking and work-related fatigue are additional factors that can significantly impact individuals’ mindsets and productivity. Work-related fatigue, which involves extreme tiredness during and after the working day, can reduce employees’ physical and mental capabilities.
According to the researchers, an overload of work caused by complexity, time pressures, or the great effort required to complete tasks can trigger work-related fatigue. Data indicates that teleworkers who work intensely, both at home and in the office, are at higher risk of exhaustion.
The UOC study emphasizes that building trust in teleworking and the promoting organization is crucial to ensure successful implementation. Companies must prioritize trust-building, visibility, and career development for teleworkers to enhance their performance. The researchers assert that trust plays a critical role in reducing feelings of isolation and fatigue.
To ensure effective implementation, companies must address employees’ perceptions of isolation and loneliness through specific practices. Best practices include face-to-face interaction, ongoing information exchange, and leadership training.
However, it is worth noting that teleworking is currently more prevalent in technology-dependent professions. Its implementation in other industries that require on-site work may present challenges and require new strategies. The authors conclude that bolstering employee trust, minimizing feelings of isolation and fatigue, and adopting effective distance management and organizational designs are essential to smooth the transition to teleworking.
