Work outcomes resulting from the impact of remote working of constantly connected knowledge workers encompass the tangible and intangible results of employees' job performance and contributions within an organization. This includes: 1) Perceived job autonomy - The degree to which workers perceive that they have the freedom, independence and control over their decisions regarding when, where and how to fulfill their tasks ( DeVaro et al., 2007 ); 2) Perceived job performance - An individual's managed behaviours and activities that support the organisation's goals. It is an employee's assessment of the general amount, effectiveness, and quality of work performed ( Rotundo & Sackett, 2002 ); 3) Perceived work motivation - The desire to enjoy one's work and focus efforts on things that one is interested in ( Ryan & Deci, 2000 ); 4) Organisational commitment -The degree to which an individual identifies with and participates in the organisation (Mowday et al., 1982 AU64: The in-text citation "Mowday et al., 1982" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ); 5) perceived job satisfaction - The degree of contentment a person has with their employment ( Smith et al., 2018 ); 6) Perceived workload - The pressure that workers experience due to the amount of tasks that they must undertake. It is often characterised by the feeling of being very busy without any reference to any specific target (Lee & Ashford, 1996 AU65: The in-text citation "Lee & Ashford, 1996" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ); 7) Perceived work pressure - Characterised as a physiological and psychological condition that results in a person feeling strained or under pressure to complete activities consistently and on time. Depending on how the employee rates the completion of tasks in relation to the workload and goals, the state changes as work pressure levels do ( Schieman & Young, 2013 )); 8) Work-life conflict – The degree to which commitments to one area of life—such as one's career or personal life—obstruct commitments to another area of life ( Bell et al., 2012 ); 9) Job stress - A relationship between an individual and their surroundings that is deemed to be demanding and dangerous for that individual's health. It is a situation or occurrence that is viewed as demanding, threatening or difficult ( Lazarus & Folkman,1984 ; Harddie et al., 2005 AU66: The in-text citation "Harddie et al., 2005" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ); and 10) Burnout - A prolonged reaction to ongoing emotional and interpersonal workplace pressures ( Maslach et al., 2001 ).
Published in Chapter:
Relationship Between Remote Working and Work Outcomes of Constantly Connected BYOD Knowledge Workers
Copyright: © 2024
|Pages: 34
DOI: 10.4018/979-8-3693-1314-5.ch006
Abstract
Remote working is growing in popularity globally, and the COVID-19 pandemic has contributed to this trend. While the idea of remote work is not new, the reality is that it is now more common than ever in all industries and organisations where it can be implemented, and it is becoming a preferred method of working globally. The issue of remote work is current, and given how quickly it has spread throughout the globe, it is critical to look at how this new working paradigm impacts work outcomes of constantly connected BYOD (bring your own device) workers. The chapter examines the effects of working remotely for this type of employee. It also presents the remote working trend across the globe, the theoretical lens, and the reason for choosing the job demands-resources theory. A research model is proposed by carefully analysing the key constructs related to the impacts of remote working for BYOD users. The chapter explores strategies and recommendations tailored to enhance the remote work experience for these employees, while also providing insights into future directions.