The impact of tele-working on ICT employee performance and work-life balance
Η επίδραση της τηλε-εργασίας στην απόδοση των εργαζομένων στον τομέα Πληροφορικής και Επικοινωνιών και στη διατήρηση ισορροπίας μεταξύ οικογενειακής και επαγγελματικής ζωής (Αγγλική)
Figure 1 - Impact of time spent tele-working on job performance, by Golden et al., 2008, retrieved from Journal of Applied Psychology, 2008 by Golden et al.
Figure 2 - Share of jobs that can be done at home per country, by Dingel & Neiman, April 2020, retrieved from National Bureau of Economics Research, 2020 by Dingel & Neiman
Figure 3 – Eurostat. (2020). Employed persons working from home usually as a percentage of the total employment (%) [LFSA_EHOMP]. Retrieved from https://ec.europa.eu/eurostat/databrowser/view/lfsa_ehomp/default/table?lang=en
Figure 4 – Eurostat. (2020). Employed persons working from home sometimes as a percentage of the total employment (%) [LFSA_EHOMP]. Retrieved from https://ec.europa.eu/eurostat/databrowser/view/lfsa_ehomp/default/table?lang=en
Figure 5 – Eurostat. (2020). Employed persons working from home usually as a percentage of the total employment in 27 EU countries Vs Greece(%) [LFSA_EHOMP]. Retrieved from https://ec.europa.eu/eurostat/databrowser/view/lfsa_ehomp/default/table?lang=en
Figure 6 – Eurostat. (2020). Employed persons working from home sometimes as a percentage of the total employment in 27 EU countries Vs Greece(%) [LFSA_EHOMP]. Retrieved from https://ec.europa.eu/eurostat/databrowser/view/lfsa_ehomp/default/table?lang=en
Figure 7 – What’s your biggest struggle with working remotely?, by Buffer, 2020, retrieved from https://lp.buffer.com/state-of-remote-work-2020, 2020 by Buffer
Figure 8 – What’s the biggest benefit you see to working remotely?, by Buffer, 2020, retrieved from https://lp.buffer.com/state-of-remote-work-2020, 2020 by Buffer
Figure 9 - Coronaviruses timelines, by Callaway et al., March 2020, retrieved from Nature, 2020 by Callaway et al.
Figure 10 - Respondents' age (Source: Author)
Figure 11 - Respondents' gender (Source: Author)
Figure 12 - Respondents' education level (Source: Author)
Figure 13 - Respondents' current working status (Source: Author)
Figure 14 - Respondents' work experience (Source: Author)
Figure 15 - Respondents' current work level (Source: Author)
Figure 16 - Respondents' teamwork involved (Source: Author
Figure 17 - Respondents' number of children (Source: Author)
Figure 18 - Respondents' number of children per age group (Source: Author)
Figure 19 - Respondents' number of children per gender (Source: Author)
Figure 20 - Respondents' age of youngest child (Source: Author)
Figure 21 - Respondents' number of children per category of the youngest child (Source: Author)
Figure 22 - Respondents' number of roommates (Source: Author)
Figure 23 - Respondents' company type (Source: Author)
Figure 24 - Respondents' company group per age group (Source: Author)
Figure 25 - Respondents' company embraces Agile practices (Source: Author)
Figure 26 – Distractions during normal period (Source: Author)
Figure 27 – Distractions during pandemic with lockdown (Source: Author)
Figure 28 – Distractions during pandemic without lockdown (Source: Author)
Figure 29 – Advantages of tele-working (Source: Author)
Figure 30 – Disadvantages of tele-working (Source: Author)
Figure 31 – Difference between ideal and normal period tele-working days (Source: Author)
Figure 32 – Ideal number of tele-working days (Source: Author)
Figure 33 –Satisfaction feelings if number of tele-working days does not change (Source: Author)
Figure 34 – Productivity per age group (Source: Author)
Figure 35 – Productivity per gender (Source: Author)
Figure 36 – Working hours per gender (Source: Author)
Figure 37 – Working hours per company type (Source: Author)
Figure 38 – Working hours per number of children (Source: Author)
Figure 39 – Loyalty per age group (Source: Author
Figure 40 – Home every day tasks management per number of children (Source: Author
Figure 41 – Satisfaction boxplots for child/elder care responsibilities management per gender (Source: Author)
Figure 42 –Partner relationship per gender (Source: Author)
Figure 43 –Partner relationship per number of children (Source: Author)
Figure 44 – Stress level per number of children (Source: Author)
Figure 45 – Stress level per company type (Source: Author)
Figure 46 – Normal Q-Q plot for productivity, pair: Normal period - Pandemic with lockdown (Source: Author
Figure 47 – Normal Q-Q plot for productivity, pair: Normal period - Pandemic without lockdown (Source: Author
Figure 48 – Normal Q-Q plot for motivation, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 49 – Normal Q-Q plot for motivation, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 50 – Normal Q-Q plot for loyalty, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 51 – Normal Q-Q plot for loyalty, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 52 – Normal Q-Q plot for teamwork results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 53 – Normal Q-Q plot for teamwork results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 54 – Normal Q-Q plot for career advancement results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 55 – Normal Q-Q plot for career advancement results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 56 – Normal Q-Q plot for job satisfaction results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 57 – Normal Q-Q plot for job satisfaction results, pair: Normal period - Pandemic without lockdown (Source: Author
Figure 58 – Normal Q-Q plot for connectedness results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 59 – Normal Q-Q plot for connectedness results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 60 – Normal Q-Q plot for home everyday tasks results, pair: Normal period - Pandemic with lockdown (Source: Author
Figure 61 – Normal Q-Q plot for home everyday tasks results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 62 – Normal Q-Q plot child/elder care results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 63 – Normal Q-Q plot child/elder care results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 64 – Normal Q-Q plot partner relationship results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 65 – Normal Q-Q plot partner relationship results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 66 – Normal Q-Q plot stress level results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 67 – Normal Q-Q plot stress level results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 68 – Normal Q-Q plot difficulty to quit results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 69 – Normal Q-Q plot difficulty to quit results, pair: Normal period - Pandemic without lockdown (Source: Author)
Figure 70 – Normal Q-Q plot work home responsibilities results, pair: Normal period - Pandemic with lockdown (Source: Author)
Figure 71 – Normal Q-Q plot work home responsibilities results, pair: Normal period - Pandemic without lockdown (Source: Author)
Table 1 - Respondents' age (Source: Author)
Table 2 - Respondents' gender (Source: Author)
Table 3 - Respondents' education level (Source: Author)
Table 4 - Respondents' current working status (Source: Author)
Table 5 - Respondents' work experience (Source: Author)
Table 6 - Respondents' current work level (Source: Author)
Table 7 - Respondents' number of children (Source: Author)
Table 8 - Respondents' age of youngest child (Source: Author)
Table 9 - Respondents' number of roommates (Source: Author
Table 10 - Respondents' company type (Source: Author)
Table 11 - Respondents' company embraces Agile practices (Source: Author)
Table 12 Cronbach’s Aplha coefficient (Source: Author)
Table 13 – Paired sample tests (Source: Author)
Table 14 – Paired samples correlation (Source: Author)
Table 15 – Correlation table normal period (Source: Author)
Table 16 – Correlation table lockdown period (Source: Author)
Table 17 – Correlation table without lockdown period (Source: Author)
Table 18 – Distractions per age group (Source: Author)
Η τηλε-εργασία αποτελεί έναν όρο που χρησιμοποιείται ήδη από το 1976 αν και δεν εφαρμοζόταν ευρέως πριν την εμφάνιση της πανδημίας COVID-19. Υπό την απειλή της διασποράς και με στόχο να διασφαλιστεί η επιχειρηματική συνέχεια πολλές εταιρείες ανά τον κόσμο, μετέβησαν σε κατάσταση πλήρους τηλε-εργασίας.
Στην παρούσα έρευνα, εφαρμόστηκαν έλεγχοι υποθέσεων για να ελεγχθεί η επίδραση της τηλε-εργασίας σε διάφορες πτυχές της επαγγελματικής και προσωπικής ζωής των υπαλλήλων εταιρειών πληροφορικής και επικοινωνιών στην Ελλάδα. Στα πλαίσια της έρευνας έγινε σύγκριση διαφόρων μεταβλητών κατά την περίοδο της πανδημίας με και χωρίς απαγόρευση κυκλοφορίας με την κανονική περίοδο προ πανδημίας. Κατά την απαγόρευση κυκλοφορίας ίσχυσαν συνθήκες σχεδόν πλήρους τηλε-εργασίας, ενώ κατά την περίοδο χωρίς απαγόρευση κυκλοφορίας το ποσοστό τηλε-εργασίας ήταν αυξημένο σε σχετική με την κανονική περίοδο.
Η τηλε-εργασία αποδείχτηκε πως δεν επηρεάζει την παραγωγικότητα των εργαζομένων, τη σχέση με τη/το σύντροφο, και τα επίπεδα άγχους και στις δύο περιόδους πανδημίας καθώς επίσης και την αποτελεσματικότητα της φροντίδας παιδιών / ηλικιωμένων, και την ικανοποίηση του ατόμου από την εργασία κατά την περίοδο χωρίς απαγόρευση κυκλοφορίας. Κατά τις δύο περιόδους πανδημίας μειώθηκαν τα κίνητρα, η αφοσίωση, η αποτελεσματικότητα της ομαδικής δουλειάς, η επαγγελματική ανέλιξη και η σύνδεση με την εταιρεία, ενώ αυξήθηκαν οι ώρες εργασίας, η αποτελεσματικότητα στις δουλειές του σπιτιού και η δυσκολία αποσύνδεσης από τη δουλειά. Κατά την απαγόρευση κυκλοφορίας χειροτέρεψε η φροντίδα παιδιών / ηλικιωμένων και βελτιώθηκε η διαχείριση υποχρεώσεων του σπιτιού.
Οι συμμετέχοντες στην έρευνα θεώρησαν ιδανικές τις τρεις ημέρες τηλε-εργασίας την εβδομάδα. Η μέρα μετά την πανδημία και η επιστροφή στις ίδιες συνθήκες δημιουργεί συναισθήματα ελαφριάς δυσαρέσκειας κυρίως στους υπαλλήλους εταιρειών έργου.
Στα θετικά χαρακτηριστικά της τηλε-εργασίας συγκαταλέγονται ο περιορισμός των μετακινήσεων, η ευελιξία, η ισορροπία μεταξύ προσωπικής και επαγγελματικής ζωής και η αυξημένη παραγωγικότητα ενώ η κοινωνική αποστασιοποίηση, ο αυξημένος αριθμός τηλε-διασκέψεων και τα τεχνικά προβλήματα λειτουργούν ανασταλτικά για τους υπαλλήλους.
Even though tele-working is a term which was first introduced back in 1976, adoption was limited until the outburst of the COVID-19 pandemic. Under the threat of the virus spread and to assure business continuity many companies worldwide decided to switch to full-time tele-working.
In the analysis, the impact of tele-working on various aspects of work and home-life for employees of ICT companies in Greece was examined through hypothesis testing. Employee perception for each aspect during the pandemic with lockdown and pandemic without lockdown periods was compared to employee perception prior to pandemic. During lockdown, almost full-time tele-working conditions were applied, while without lockdown increased tele-working conditions but not full time for many employees applied.
No impact was identified to productivity, relationship with the partner and stress level both with and without lockdown, to child/elder care responsibilities and job satisfaction without lockdown and to work-home responsibilities with lockdown. Motivation, loyalty, teamwork results, career advancement and connectedness to the company decreased in both pandemic periods, while number of working hours, effectiveness in home-everyday tasks management and difficulty to quit job every day increased during both periods of pandemic. Job satisfaction deteriorated during lockdown while child/elder care and home responsibilities management improved.
Three days of tele-working per week was considered ideal by respondents, while in general, companies should consider increasing tele-working by two days to assure employee satisfaction. Returning to the normal situation would render employees somewhat dissatisfied, especially those working in project-based companies.
Characteristics of tele-working like less commuting, flexibility, improved work-life balance, and increased productivity are highly appreciated by employees even though social distancing, increased number of meetings and infrastructure limitations constitute tele-working drawbacks.
The impact of tele-working on ICT employee performance and work-life balance Περιγραφή: 140634_PAPAGEORGIOU_MARIA.pdf (pdf)
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The impact of tele-working on ICT employee performance and work-life balance