Understanding the Expectations & Adaptations to Entering a Remote Workforce: A Literature Review

Abstract 

This literature review discusses the adaptations to the workforce over time. This review will specifically cover the relationships of remote work and in-person work as it relates to the incorporation of digital communication. A collection of ten sources was reviewed and compared to understand the differences in expectations of employers and employees separately. This review also takes into account the changes in the relationship people have with work since the COVID-19 pandemic mandated work-from-home practices. Understanding the formative years of the incoming generation of the workforce is necessary for proper analysis of these articles and will be discussed and compared the same. Overall this review clarifies the success paths for digital communication in the workplace. 

Understanding the Expectations & Adaptations to Entering a Remote Workforce

Rapid movement to remote work from in-person practices have decreased the potential success of companies and organizations through miscommunication. Whether the introduction to homeworking is brought upon by a pandemic mandate or simply offered as an option to employees, the understanding of workplace expectations has been blurred. This literature review will discuss and analyze the best methods for successfully entering/accepting into the workforce in a time when remote working is becoming the new norm. There will be a particular focus on the difference in performance results and digital success in the workplace since the COVID-19 pandemic’s beginning. This literature affects and can aid the success of all remote operations, including the effect on students preparing to enter the workforce, professors teaching younger generations what to expect, and other members of the workforce who are going through this change as well. There are mentions of miscommunication practices and how that affects the running of an organization or company as a team. 

Authors, Yehuda Baruch and Nigel Nicholson introduce the term “homeworking/teleworking” by identifying it as an “employee who performs all or the greater part of their work from a  domiciliary base, physically separate from the location of their employer” (Baruch et al., 1997, p.2). Employees choose to work remotely rather than in person for a number of reasons; to increase the quality of work, child care, flexibility, less travel, etc. In this study, participants are asked to respond with their feelings of fulfillment in their current position of work as it is affected by remote operations. Findings of this suggest that employees feel more fulfilled and successful in their work presented since given the opportunity to work remotely. This study highlights the importance of clarification of remote working expectations, identification of job requirements, individual needs of employees, and integration and understanding of the company as a collective team. 

Working in the Digital Economy discusses work in the digital age as it compares personal and organizational productivity in the workplace. The authors of this review come together to search across four databases for information on work-from-home (WFH) practices. The four databases include: Scopus, PubMed, PsychInfo, and Business Source Complete (Hackney et al., 2022). The areas of interest for the researchers in this study included academia, telecommunications, skilled trade, government, finance, IT/software, life sciences, tax, and accounting related employment. 

Remote work practices were not as apparent before the COVID-19 pandemic hit, but still had a significant influence in the sudden movement when the pandemic did uproot the norms of office life. In the United States, prior to the pandemic, only 17 percent of the workforce consistently participated in remote work (Hackney et al., 2022). The proportion of WFH employees then increased by 33 percent when quarantine was mandated. The authors of this review state that the change from in person to remote work practices will ensure that employees and employers alike will be equipped with the right tools to maintain a productive and healthy workforce. 

The next part of the review focuses on the adjustments that companies and organizations must do to keep up with these new practices and business goals of the company. In order to aid the organization and its workers in the most efficient way, WFH policies are aligned with individual organizational goals to measure productivity and performance. There are often  misunderstandings in the workplace between work and home life, loss of identity, and inability to unplug from working since being involved in WFH practices. This review states that with this sudden shift to mandated remote work, there is “an urgent need to understand the complex relationship between WFH arrangements and personal and organizational productivity and performance” (Hackney et al., 2022). In the attempt to transition from in-person to remote work when the pandemic hit, companies and organizations lacked clarity in their expectations and redressal of policies which led to blurred work boundaries. This kind of work relationship burns out employees and ultimately decreases the quality of work produced by that employee (Musinszki et al., 2020, p. 8). Without the support from formal policies and boundaries, employees face difficulties with self-identity and becoming a workaholic or maniac. 

This review was completed in a two-step screening process, analyzing a set of 37 articles. The first screen analyzed the title and abstract of the article, and the second was a full-text review and data extraction of the articles. Utilizing the four large databases mentioned earlier, two core concepts were derived relating to WFH and work-related outcomes. The arrangements of this analysis required the articles to be written in English, published at any time between January 2010 and February 2021, and published in peer-reviewed journals (Hackney et al., 2022). Information gathered from the study recorded: general information, detailed study methodology and findings including target measures, outcomes, associated direct outcomes, and associated indirect outcomes. Then, data is directed to categories representing “organizationally focused [data], personally focused or both, determined by evaluating the objective of the study, the variables measured and the application of the findings” (Hackney et al., 2022). Articles were also divided according to pre- or post-pandemic start date (March 11, 2020) in order to clearly identify major changes in the workforce functionality. 

The findings of this article show remote work can positively affect the productivity and performance of employees in supported environments. Seventy-nine percent of pre-pandemic selected articles disclose improving levels of productivity and performance in employees working remotely (Hackney et al., 2022). There are some limitations to this finding, stating that if the remote work is mandated by the organization itself, workers are less likely to perform at the same higher levels as they were when work was in-person. In the post-pandemic specific articles, only 23 percent were positive reports. The results of this study identify a correlation between a lack of an internationally recognized definition of “telework” and misunderstanding of job expectations. Overall, there was a positive impact in WFH practices before and during the height of the pandemic when clear boundaries and policies were set. 

How Generation Z’s Reliance on Digital Communication Can Affect Future Workplace Relationships was conducted as an extension of Harold Laswell’s theory to describe how communication works and later models from Harris & Nelson. Researchers of this study found it necessary to analyze why this generation has this reliance on digital communication, finding that it is a way to keep up with previously off-line relationships, get information, and build self-esteem (Kick et al., 2014). Similarly, the study on student and staff perceptions of communication technologies identifies the technologies used, how they are used, the benefits of this technology, and its limitations (Waycott, 2010, p. 1204). Continuing with the boundaries of the study, workplace problems associated with reliance on digital communication are clarified. Communication is the most important factor for human resources to understand the engagement, retention rates, and understanding of job satisfaction in the workplace. This understanding through human resources is shown in more articles such as, Employer Branding: a strategy for improving employer attractiveness, where digital branding is used as strategic tools to attract employees as a preface for the inclusion of digital work in the workplace (Leekha-Chhabra, 2014, p. 8). With the inclusion of digital communication in workplace practices, interpersonal and consistent communication between supervisor and employee is relied on even more. Employers included in the study report having difficulties finding younger employees that are able to collaborate at the levels that are expected (Kick et al., 2014). While they are proficient in online or technological work which outweigh the talents of older generation workers, the hindrance that computer mediated communication has had on the ability for this generation to form relationships is clearly identifiable. With each generation is a new set of skills necessary for growth. A transference of knowledge aids the incoming workforce to understand what is expected of them then, and the new generation comes in to update the efficiency of the work being done. Findings show that often enough, the best and most effective way to show or teach to a younger generation is to have them work hands-on and in-person, communicating. 

In opposition to the belief that interpersonal and face-to-face communication is the most important form of communicating, Kick et al. suggest that the inclusion and acceptance of this digital lifestyle has benefited the overall success of the organization or company. In an attempt to keep up with the changing forms of communication, even some companies and organizations are becoming reliant on the communication properties of digital communication. While on company time, employers need to make clear the expectations of digital media use in relation to the organization including privacy and harassment policies (Kick et al., 2014). In cooperation with younger employees, employers can also offer additional training to improve oral communication skills as they pertain to the job, as is specified in Moving Learning Online and the COVID-19 Pandemic (Webb et al., 2021, p. 8). The benefits of adapting digital communication to the workplace are easily achievable through cooperation and understanding of incoming workforce generations and consistent communication practices. 

Working in the Digital Economy discusses the productivity and performance of employees working from home in relation to their time actively practicing remote work, pre- or post-pandemic introduction. While Generation Z’s Reliance on Digital Communication more so describes the history of the relationship between this incoming workforce and digital communication. Both are in agreement that performance can be stimulated through personal interactions and understanding by supervisors, but need to be worked cooperatively with the employee. Through the understanding of Generation Z’s relationship with digital media and communication, future WFH practices are expected to advance further and more easily be adapted into workforce policies and guidelines. 

This study is from the University of Muenster, under the research of Sebastian Köffer on the design of the digital workplace of the future. The aim of this study is to summarize the practical uses of knowledge within the digital workplace. To retain this information in order to compile the practical uses, screenings of academic literature were done to compile information on four research topics: collaboration, compliance, mobility, and stress overload (Köffer, 2015,p. 3). This review takes the majority of its information gathered from 2006 to 2012 and provides a history of professional expectations and earlier introduction to digital work. Köffer references Mazmanian in the claim that the “cultural norms of professional communication have changed to an always-on mentality” (Köffer, 2015, p. 4). This thinking pattern creates a complicated relationship between work and home balance which is only enhanced through remote work. 

Collaboration, as the first of the four research topics pertaining to this study, refers to the use of collaboration technologies to foster more efficient communication in the workplace. By analyzing the collaborative principles of successful technology incorporation to the workplace, several authors suggest altering training procedures to better encompass the exploration and feature usage of collaboration technologies, such as social media applications. With the adaptation of these suggestions from scholars, there needs to remain room for variance. Not every workplace is the same and cannot therefore rely on technology, even as a collaboration tool, in the same manner. 

As the second research topic, compliance is the non-compliant behavior of employees even if they are well-meaning (Köffer, 2015, p. 4). Meaning that employees are found to, more likely than not, utilize IT tools that are not approved by the company or organization. Missing this information on policies and guidelines understanding only hinders the performance and productivity of the work being completed in this digital world, proposing reformulation and clarification would aid in the functionality of approved resources and tools. The mobility of the workplace has shown both positive and negative impacts to the health of the relationship between work and life balance. Workers state that mobile IT “has become a critical tool rather than nice to have” (Köffer et. MacCormick, 2015, p. 4). Similar to collaboration, this is subject to change on an individual basis. Having supervisors define the relevant and effective uses of mobile IT will more clearly highlight the appropriate organizational norms and guidelines.

  Lastly, stress overload related research finds that a high number of practitioner-oriented studies deals explicitly with negative reviews of technology use in the workplace. This includes the stressful search to find the right balance between work and personal-life. Mitchell et al. found that employees work best when their individual health is prioritized by employers. This organizes alleviating stressors for employers to aid their employees as “well-being, insecurity, grievance process, and mentoring” (Mitchell et al., 2022, p. 5). Also identified are eleven concepts that were derived from the review of stress overload in IT inclusion in the workplace, some of those include: “monitoring work behavior, allowing experimentation, demonstrating leadership, considering individual characteristics, and empowering employees” (Köffer, 2015, p. 9). These concepts and topics all relate back to the fostering of autonomy and the designing of the digital workplace. 

As it has been considered earlier, one approach to all does not fit in designing a digital workplace. Individual attention can better target people’s preferences, strengths & weaknesses, job requirements, and work attitude. Understanding the comfort zones of employees in technological settings can open the conversation to the best possible solution to learning that skill. The most “preferred organizational attributes from employees include organizational culture, brand name, and compensation” (Leekha-Chhabra et al., 2014, p. 6).  Making an effort to individualize the incorporation of a new employee into the workplace is a more successful approach to digital communication introduction and understanding of expectations from guidelines and principles. 

Similarities of Working in the Digital Economy and Designing the Digital Workplace of the Future include the approach to understanding and application of techniques to aid the inclusion of digital communication in the workplace. Hackney et al. reviewed the productivity and performance through the use of technology as seen before the pandemic hit and during its implications. When discussing the complex relationship between WFH arrangements and this recorded productivity, both sources of scholars agree that there is a drive for a more individualized approach to understanding and training. The differences in these studies are mainly in procedure and methodology. 

Kick and Köffer’s work is related in these articles through the similar intent to understand the next generation of work practices. In Generation Z’s Reliance on Digital Communication, Kick analyzes the upbringing of the next generation in order to understand their heavier reliance on digital communication than past employees. Similar to the application suggestions from Designing the Digital Workplace of the Future, Kick emphasizes the importance of interpersonal communication between supervisor and employee to foster understanding, engagement, retention rates, and understanding of job satisfaction. Employers involved in the study reported that they have difficulties finding people in this younger generation that are able to collaborate using technologies. While the majority of the article by Kick was supporting the elimination of digital work, Köffer’s work is able to be related as a means to alleviate the stress of this miscommunication. 

The overall intent of these studies remain in line with the same goals, to identify and improve the inclusion of digital communication and WFH practices in the successor one’s career as well as the success of the company or organization as a whole.  Each of these scholarly reviews suggest the understanding and patience needed to encourage newer employees to strive for success and better understanding of the expectations of the position. By taking a step back from this digital world and regressing back to formal communication practices, advances are more ready to be made. 

References 

Ala-Mutka, K. (2011). Mapping digital competence: Towards a conceptual understanding. Sevilla: Institute for Prospective Technological Studies, 7-60. 

Baruch, Y., & Nicholson, N. (1997). Home, Sweet Work: Requirements for Effective Home Working. Journal of General Management, 23(2), 15–30. https://doi.org/10.1177/030630709702300202

Hackney, A., Yung, M., Somasundram, K. G., Nowrouzi-Kia, B., Oakman, J., & Yazdani, A. (2022). Working in the digital economy: A systematic review of the impact of work from home arrangements on personal and organizational performance and productivity. PloS One, 17(10), e0274728–e0274728. https://doi.org/10.1371/journal.pone.0274728

Kick, A. L., Contacos-Sawyer, J., & Thomas, B. (2015, July). How Generation Z's reliance on digital communication can affect future workplace relationships. In Competition Forum (Vol. 13, No. 2, p. 214). American Society for Competitiveness.

Köffer, S. (2015). Designing the digital workplace of the future–what scholars recommend to practitioners. https://web.archive.org/web/20161114161206id_/http://aisel.aisnet.org:80/cgi/viewcontent.cgi?article=1637&context=icis2015 

Leekha Chhabra, N. and Sharma, S. (2014), "Employer branding: strategy for improving employer attractiveness", International Journal of Organizational Analysis, Vol. 22 No. 1, pp. 48-60. https://doi.org/10.1108/IJOA-09-2011-0513

Mitchell, R., Shen, Y. and Snell, L. (2022), The future of work: a systematic literature review. Account Finance, 62: 2667-2686. https://doi.org/10.1111/acfi.12878 

Waycott, J., Bennett, S., Kennedy, G., Dalgarno, B., Gray, K., Digital divides? Student and staff perceptions of information and communication technologies, Computers & Education, Volume 54, Issue 4, 2010, Pages 1202-1211, ISSN 0360-1315, https://doi.org/10.1016/j.compedu.2009.11.006.

Webb, A., McQuaid, R.W. and Webster, C.W.R. (2021), "Moving learning online and the COVID-19 pandemic: a university response", World Journal of Science, Technology and Sustainable Development, Vol. 18 No. 1, pp. 1-19. https://doi.org/10.1108/WJSTSD-11-2020-0090 

Zoltán Musinszki, Magdolna Vallasek, Gábor Mélypataki, Erika Horváthné Csolák, & Katalin Lipták. (2020). Workaholism and a New Generation – Labour Market Survey among Hungarian and Romanian Youth. Amfiteatru Economic, 22(Special Issue 14), 1227–1242. https://doi.org/10.24818/EA/2020/S14/1227