The effects of remote working experience on work engagement in Russian professional services firms
|
INTRODUCTION 4
CHAPTER 1. THEORETICAL BACKGROUND OF REMOTE WORK AND
ENGAGEMENT 7
1.1. The phenomenon of remote work and its characteristics 7
Flexibility in the workplace 7
Remote work: definition, background, and classifications 9
Remote working experience: effectiveness, organizational trust, work-related flexibility, work-life interference 13
Knowledge employees and remote work 16
Remote work and engagement 17
1.2. The phenomenon of engagement and its characteristics 19
CHAPTER 2. RESEARCH METHODOLOGY ON REMOTE WORK AND
ENGAGEMENT 27
2.1. Analysis of remote work labor market in Russia 27
2.2. Research methodology 29
Procedures 29
Sample and context description 30
CHAPTER 3. RESULTS OF THE EMPIRICAL STUDY ON THE EFFECTS OF
REMOTE WORKING EXPERIENCE ON WORK ENGAGEMENT 38
CONCLUSION 52
References 54
Appendix 64
Questionnaire 64
Remote working experience 64
Work engagement 72
CHAPTER 1. THEORETICAL BACKGROUND OF REMOTE WORK AND
ENGAGEMENT 7
1.1. The phenomenon of remote work and its characteristics 7
Flexibility in the workplace 7
Remote work: definition, background, and classifications 9
Remote working experience: effectiveness, organizational trust, work-related flexibility, work-life interference 13
Knowledge employees and remote work 16
Remote work and engagement 17
1.2. The phenomenon of engagement and its characteristics 19
CHAPTER 2. RESEARCH METHODOLOGY ON REMOTE WORK AND
ENGAGEMENT 27
2.1. Analysis of remote work labor market in Russia 27
2.2. Research methodology 29
Procedures 29
Sample and context description 30
CHAPTER 3. RESULTS OF THE EMPIRICAL STUDY ON THE EFFECTS OF
REMOTE WORKING EXPERIENCE ON WORK ENGAGEMENT 38
CONCLUSION 52
References 54
Appendix 64
Questionnaire 64
Remote working experience 64
Work engagement 72
In the past few years there has been growing interest from employers in flexible working. During the COVID-19 pandemic this tendency has been especially accelerated with the growing introduction of flexible working practices (FWP), which denote a degree of choice over when, where and how much to work (Anderson and Kelliher, 2009). For many employers, the implementation of flexible work is aimed to improve their attractiveness in the labor market and to help them recruit and retain high quality staff (Croucher and Kelliher, 2005).
Remote work is probably the most indicative phenomenon when it comes to the workplace flexibility. It is related to work performed away from traditional office spaces and flexible working hours using digital technologies (Soga et al., 2022). According to Pattnaik and Jena (2021), remote work results in increased employee productivity and saving on commuting, time, and carbon miles. However, there are some concerns that remote work could bring about tensions with work-life balance (Como et al., 2020) and stress factors such as work intensification, online presenteeism, employment insecurity and poor adaptation to new ways of working from home. These further lead to the depletion of social and personal resources, adversely affecting employee engagement levels (Adisa et al., 2021).
Currently, a growing number of research is dedicated to the relationship between remote work and employee engagement. Truss et al. (2006) coin engagement as “feeling positive about your job”. However, this phenomenon goes beyond positive disposition towards job, passion, and enthusiasm, but involves willingness to improve the overall quality of work contributing to organizational success (Schaufeli and Bakker, 2010). Since employee engagement impacts commitment, loyalty, retention (Jamrog, J., 2004; Saks, 2006), and most importantly - business outcomes (Council, 2004), it is extremely important to keep track of it.
As many studies have proven the interdependence of remote work and engagement, it is relevant to explore the nature of it in a specific context. Golden and Gajendran (2019) state that knowledge employees, who mostly perform their work on laptop, tend to be more satisfied with the remote working option because their work is highly complicated and require more concentration rather than social collaboration. Knowledge workers, in turn, constitute a vital organizational resource for professional services firms (PSF). According to Empson. L. (2001) , PSF are the role models in knowledge management because a firm’s ability to deliver value to clients depends on the skills of its professionals (Nanda and Narayandas, 2021). However, when it comes to remote work, a range of concerns regarding maintenance of high motivation and engagement levels arise for employers.
This study aims to assess theoretically relevant aspects of remote working experience that most probably have an effect on the work engagement of knowledge employees. As the introduction of remote work continue to change the workplaces, this most likely will be mirrored in job effectiveness, relationship with the organization, work-related flexibility, and work-life balance (Baruch, 2000; Kowalski and Swanson, 2005; Leung and Zhang, 2017). The research on these four categories would allow organizations to identify their key areas of improvement and develop relevant strategies to support effective remote working environment, positively impacting engagement levels.
Remote work is probably the most indicative phenomenon when it comes to the workplace flexibility. It is related to work performed away from traditional office spaces and flexible working hours using digital technologies (Soga et al., 2022). According to Pattnaik and Jena (2021), remote work results in increased employee productivity and saving on commuting, time, and carbon miles. However, there are some concerns that remote work could bring about tensions with work-life balance (Como et al., 2020) and stress factors such as work intensification, online presenteeism, employment insecurity and poor adaptation to new ways of working from home. These further lead to the depletion of social and personal resources, adversely affecting employee engagement levels (Adisa et al., 2021).
Currently, a growing number of research is dedicated to the relationship between remote work and employee engagement. Truss et al. (2006) coin engagement as “feeling positive about your job”. However, this phenomenon goes beyond positive disposition towards job, passion, and enthusiasm, but involves willingness to improve the overall quality of work contributing to organizational success (Schaufeli and Bakker, 2010). Since employee engagement impacts commitment, loyalty, retention (Jamrog, J., 2004; Saks, 2006), and most importantly - business outcomes (Council, 2004), it is extremely important to keep track of it.
As many studies have proven the interdependence of remote work and engagement, it is relevant to explore the nature of it in a specific context. Golden and Gajendran (2019) state that knowledge employees, who mostly perform their work on laptop, tend to be more satisfied with the remote working option because their work is highly complicated and require more concentration rather than social collaboration. Knowledge workers, in turn, constitute a vital organizational resource for professional services firms (PSF). According to Empson. L. (2001) , PSF are the role models in knowledge management because a firm’s ability to deliver value to clients depends on the skills of its professionals (Nanda and Narayandas, 2021). However, when it comes to remote work, a range of concerns regarding maintenance of high motivation and engagement levels arise for employers.
This study aims to assess theoretically relevant aspects of remote working experience that most probably have an effect on the work engagement of knowledge employees. As the introduction of remote work continue to change the workplaces, this most likely will be mirrored in job effectiveness, relationship with the organization, work-related flexibility, and work-life balance (Baruch, 2000; Kowalski and Swanson, 2005; Leung and Zhang, 2017). The research on these four categories would allow organizations to identify their key areas of improvement and develop relevant strategies to support effective remote working environment, positively impacting engagement levels.
The empirical research is aimed to identify the effects of remote working experience on work engagement of knowledge employees in Russian PSF. To achieve the goal, the extant literature in remote work and engagement was analyzed. Since remote work is a sophisticated phenomenon, it was defined through four relevant perspectives involving organizational trust, effectiveness, flexibility and work-life interference. Engagement, in turn, is also comprised of three factors of vigor, dedication, and absorption. As a result, the hypothesis “Work engagement is positively affected by remote working experience ” was deducted. Then it was specified by three additional hypotheses:
• Vigor is positively affected by remote working experience;
• Dedication is positively affected by remote working experience;
• Absorption is positively affected by remote working experience.
To test the hypotheses, the quantitative research with a questionnaire distributed to 166 employees of B1 Group was carried out. The questionnaire results revealed that with remote work the level of organizational trust and effectiveness is pretty high within the organization. However, the social life is extremely poor when employees work remotely.
The linear regression models confirmed the above stated hypotheses since organizational trust and effectiveness have strong positive impact on work engagement of remote workers. Additionally, higher position and employment in a department other than assurance results in increased engagement factors.
As for the comments of remote workers in the questionnaire, they are associated mainly with five aspects of remote workplace, IT facilities, work-life balance, interaction with co-workers, and time management.
Having analyzed the data from three above listed sources, the recommendations regarding improvement of remote working experience to increase work engagement levels were developed by the author. Firstly, as it stems from the common understanding of remote work, IT facilities are inevitable. Hence, embedding advanced IT infrastructure for effective remote work is of paramount importance. Next, there is a suggestion to extend soft skills training in the remote setup followed by the maintenance of positive emotional state and well-being of employees via sessions dedicated to the tips on managing work-related thoughts and stress. As for the employees not working in the managerial position, and for those working in assurance department more contextual information is required to develop a specific action plan. Currently, it is important to track their level of satisfaction, attitudes via constant trustful dialogue.
Thus, all the actions are considered to boost the level of trust between an employee and employer and effectiveness, which, as it was revealed by the regression analysis, affect the level of work engagement. After the utilization of provided recommendations, it is expected that the level of employees’ motivation, loyalty, and retention will benefit.
• Vigor is positively affected by remote working experience;
• Dedication is positively affected by remote working experience;
• Absorption is positively affected by remote working experience.
To test the hypotheses, the quantitative research with a questionnaire distributed to 166 employees of B1 Group was carried out. The questionnaire results revealed that with remote work the level of organizational trust and effectiveness is pretty high within the organization. However, the social life is extremely poor when employees work remotely.
The linear regression models confirmed the above stated hypotheses since organizational trust and effectiveness have strong positive impact on work engagement of remote workers. Additionally, higher position and employment in a department other than assurance results in increased engagement factors.
As for the comments of remote workers in the questionnaire, they are associated mainly with five aspects of remote workplace, IT facilities, work-life balance, interaction with co-workers, and time management.
Having analyzed the data from three above listed sources, the recommendations regarding improvement of remote working experience to increase work engagement levels were developed by the author. Firstly, as it stems from the common understanding of remote work, IT facilities are inevitable. Hence, embedding advanced IT infrastructure for effective remote work is of paramount importance. Next, there is a suggestion to extend soft skills training in the remote setup followed by the maintenance of positive emotional state and well-being of employees via sessions dedicated to the tips on managing work-related thoughts and stress. As for the employees not working in the managerial position, and for those working in assurance department more contextual information is required to develop a specific action plan. Currently, it is important to track their level of satisfaction, attitudes via constant trustful dialogue.
Thus, all the actions are considered to boost the level of trust between an employee and employer and effectiveness, which, as it was revealed by the regression analysis, affect the level of work engagement. After the utilization of provided recommendations, it is expected that the level of employees’ motivation, loyalty, and retention will benefit.