Pandemic accelerated remote work, a trend likely to remain
Researchers identified other potential effects of remote work, such as
reduced physical cues possibly leading to better working relationships

Date:
September 2, 2020
Source:
University of Arkansas
Summary:
The coronavirus pandemic has profoundly changed workplaces and
the nature of work itself, according to a new article published
by an international panel of management experts.



FULL STORY ==========================================================================
As with the previous pandemics and other major events, such as the Great Depression and World War II, the coronavirus pandemic will profoundly
change workplaces and the nature of work itself.


==========================================================================
In fact, it already has, according to a new article published by an international panel of management experts, including Michael Wilmot,
a new assistant professor in the Sam M. Walton College of Business. Many
of these changes, especially the massive shift toward remote work -- what
most people refer to as "working from home" -- are probably here to stay.

"We know that previous major world events had a profound impact on
workplaces and the kind of work people do," Wilmot said. "In fact,
these events led to the demise of some markets and businesses and the
creation of others. This pandemic is no different. It will change work
in fundamental ways, and this will challenge people to learn to work
in ways dramatically different than previous generations." Wilmot, who
studies the role of personality at work, was one of several researchers
who contributed to "COVID-19 and the Workplace: Implications, Issues, and Insights for Future Research and Action," published in the August issue
of American Psychologist. As the title suggests, the article emerged as
an overview of previous research related to work and workplaces, studies
that apply in the context of a pandemic. Lead authors -- Kevin Kniffin
at Cornell University, Jayanth Narayanan at the National University of Singapore, and Frederik Anseel at the University of New South Wales in Australia -- describe the article as a generative overview, a framework
for identifying work and workplace issues for producing future research.

The authors and contributors cited several previous studies pertinent
to the context of the pandemic, especially those related to remote work,
which communications technologies and faster internet connectivity have facilitated over the past several years. In this sense, COVID-19 merely accelerated an already growing trend. The authors pointed to a survey
of 229 human resources departments showing that roughly half of the
companies had more than 80% of their employees working from home during
early stages of the pandemic. The companies expect substantial long-term increases for remote work after the pandemic.

The above trend, suddenly mandatory for almost all individuals who do
their work from an internet-connected computer, creates or complicates
a host of issues, including "presentism" -- people working at home when
ill -- and the inability of some people to set boundaries between work
and home.

As one who studies the role of personality at work, Wilmot contributed
insights pertaining to disparate impacts on employees with regard to
certain individual differences and personality traits. For example,
how will these issues affect extroverts versus introverts? The authors identified several other issues, including:
* A loss of social connectedness and loneliness for many employees,
which
can negatively affect performance and commitment to organizational
goals.

* Increased risk among employees for substance abuse and addiction.

* Related to above issues, companies might need to create or augment
employee assistance programs and hire staff trained to recognize
mental health issues.

* The possibility that virtual work arrangements will foster more
participatory relationships, given that physical cues of dominance
are less salient in virtual environments.

* The need for human resource departments to develop new performance
management and appraisal systems for remote-working populations.

* The expectation that some companies will institute new modes of
surveillance due to perceived lack of control, now that employees
are "out of sight."
"Considering all these issues and more, I think it's important to examine
how workers will adapt," Wilmot said. "I'd like to think some of the
insights we provide will make positive contributions in the face of
these changes."

========================================================================== Story Source: Materials provided by University_of_Arkansas. Original
written by Matt McGowan.

Note: Content may be edited for style and length.


========================================================================== Journal Reference:
1. Kevin M. Kniffin, Jayanth Narayanan, Frederik Anseel, John
Antonakis,
Susan P. Ashford, Arnold B. Bakker, Peter Bamberger, Hari Bapuji,
Devasheesh P. Bhave, Virginia K. Choi, Stephanie J. Creary,
Evangelia Demerouti, Francis J. Flynn, Michele J. Gelfand, Lindred
L. Greer, Gary Johns, Selin Kesebir, Peter G. Klein, Sun Young Lee,
Hakan Ozcelik, Jennifer Louise Petriglieri, Nancy P. Rothbard,
Cort W. Rudolph, Jason D.

Shaw, Nina Sirola, Connie R. Wanberg, Ashley Whillans, Michael
P. Wilmot, Mark van Vugt. COVID-19 and the workplace: Implications,
issues, and insights for future research and action.. American
Psychologist, 2020; DOI: 10.1037/amp0000716 ==========================================================================

Link to news story: https://www.sciencedaily.com/releases/2020/09/200902152130.htm

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