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WHAT DO FLEXIBLE WORKERS WANT FROM
MANAGERS?
Azamat Sulaymonov,
Bukhara Engineering Technological Institute, Uzbekistan
Abstract:
This paper contributes to an emerging literature on the new style of
management whose working process constitutes a hybrid affair that combines a
physical office with a more flexible working style. Although teleworkers and the
factors that affect them have been studied to some extent, many articles have focused
on the experience of managers working remotely. This study aims to answer
questions about what remote employees expect from managers, how they want to be
managed, and what managers need to know when working with remote employees.
After overview of the relevant literature on remote working, research method will
be outlined, data will be presented and the study’s findings will be discussed and
implications will be presented.
Key words:
remote working, flexible working, work-life balance, isolation,
workplace flexibility, recognition, promotion, work efficiency, work engagement,
knowledge sharing.
Аннотация:
Эта статья дополняет появляющуюся литературу о новом
стиле управления, рабочий процесс в котором представляет собой гибридное
предприятие, сочетающее в себе физический офис и более гибкий стиль
работы. Хотя удаленные работники и факторы, влияющие на них, были в
некоторой степени изучены, многие статьи были посвящены опыту
менеджеров, работающих удаленно. Цель этого исследования - ответить на
вопросы о том, чего удаленные сотрудники ожидают от менеджеров, как они
хотят, чтобы ими управляли, и что менеджерам необходимо знать при работе
с удаленными сотрудниками. После обзора соответствующей литературы по
удаленной работе будет изложен метод исследования, представлены данные,
обсуждены результаты исследования и представлены их последствия.
Ключевые слова:
Удаленная работа, гибкий график работы, баланс
между работой и личной жизнью, изоляция, гибкость рабочего места,
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признание, продвижение по службе, эффективность работы,
вовлеченность в работу, обмен знаниями.
Annotatsiya:
Ushbu maqola yangi boshqaruv uslubi haqidagi
paydo bo'layotgan adabiyotlarni to'ldiradi, unda ish jarayoni
jismoniy ofis va yanada moslashuvchan ish uslubini birlashtirgan
gibrid korxona hisoblanadi. Masofaviy ishchilar va ularga ta'sir
etuvchi omillar ma'lum darajada o'rganilgan bo'lsa-da, ko'plab maqolalar masofadan
turib ishlaydigan menejerlarning tajribasiga bag'ishlangan. Ushbu tadqiqotning
maqsadi masofaviy xodimlar menejerlardan nimani kutishlari, ularni qanday
boshqarishni xohlashlari va masofaviy xodimlar bilan ishlashda menejerlar nimani
bilishlari kerakligi haqidagi savollarga javob berishdir. Masofaviy ish bo'yicha
tegishli adabiyotlarni ko'rib chiqqandan so'ng, tadqiqot usuli bayon qilinadi,
ma'lumotlar taqdim etiladi, tadqiqot natijalari muhokama qilinadi va ularning
oqibatlari taqdim etiladi.
Kalit so'zlar
: masofadan ishlash, moslashuvchan ish vaqti, ish va hayot
muvozanati, izolyatsiya, ish joyining moslashuvchanligi, tan olish, lavozimga
ko'tarilish, ish samaradorligi, ishga jalb qilish, bilim almashish.
1.
Literature review
The COVID-19 pandemic has changed the face of office work forever and
“remote work” is now simply “work”. There is no question that the current emerging
topic in management related research is COVID-related, especially with regard to
remote work known as work-at-home, telework, virtual work, and telecommuting.
It is down to fact that the widespread use of telecommuting has shown that there are
social, mental, emotional, and physical problems that workers face, and that there is
a need to study them. Prodanova (2022) has discussed allowing employees the
freedom to organize their work, increasing the balance between work and personal
life, and boosting overall quality of life. Coordination and communication via virtual
meetings and socialisation are pointed out as mains cues, sharing colleagues’
experience and success stories. Sharma (2021) has questioned importance of work-
life balance and ways to attain work-life balance. Allowing and managing flexible
working preferences, supporting smart working practices, encouraging scheduled
breaks through self-discipline, and emphasizing leadership responsibilities and
expectations are all important for enhansing remote working, according to Adekoya
(2022). Shirmohammadi (2022) synthesized the post-pandemic literature that has
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examined work-life balance and remote work and compare it with
the findings of pre-pandemic reviews and pointed out three
milestones to develop a more nuanced understanding of the
contingencies of remote work in the context of crisis. They are to
offer remote work as an option, prepare to support transition and
remote work, and provide ongoing support to sustain remote work.
Yang
et al.,
(2022) indicate that the shift to firm-wide remote work caused
synchronous communication to decrease and asynchronous communication to
increase. It leads to make it harder for employees to acquire and share new
information across the network.
Impact of Covid-19 on genders are discussed by Alon et al. (2020), Malkov
(2020), Hupkau and Petrongolo (2020), Avdiu and Nayyar (2020). Feasibility of
working at home for all occupations is discussed by (Dingel and Neiman, 2020; Alon
et al., 2020; Malkov 2020; Béland et al., 2020). Feelings of loneliness or isolation
and lack of motivation, lack of motivation, returning to a workplace is surveyed by
IBM Institute for Business Value (2020). Since motives and scale of appliance of
remote working are different, current situation differs from pre-Covid world and
research is needed to find to what extent efficiency gap differs in different sectors.
Moreover, demography has indeed has an effect on overall well-being of workers.
According to survey among 6,000 Australian workers (including 1,400
managers) who enforced to work from home because of Covid-19 pandemic during
June and July of 2020, over one third of managers valued their teams as higher
productive than in traditional office atmosphere, while for over 50% managers
productivity remains the same. Teams are perceived as less productive by only 8.4%
of managers (Colley and Williamson, 2020). Research is needed to find to what
extent efficiency gap differs within married couples, single parents, and childless
workers who work remotely with cross-sector insight. Is productivity and self-rated
performance the same?
Global Workplace Analytics (2020) satisfaction with work activity
performance differs at the Pre-covid office and remote working during quarantine.
For 72% of remote respondents are satisfied with being able to deal with managing
distractions and interuptions. While in pre-Covid office only 40% of respondents
could manage distractions and interuptions. 80% of remote workers note that they
are able to gather their attention longer period of time for particular task. While in
pre-Covid office only 51% of respondents could focus on extended periods of time.
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Remote working has an advantage over office work on thinking
creatively and innovatively and confidential work conversations. 8
out of 10 remote workers note that remote working enables them
atmosphere of private work or conversations and innovative
thinking. While in pre-Covid office slightly over 60% of
respondents could think in creative ways and have confidential work
conversations. Compared to pre-Covid office, current remote workers are less
satisfied with level of reaching colleagues; getting timely information, answers,
decisions; being aware of team priorities and goals; access to work files and
materials. The level of satisfaction is about 10% lower remote workers to pre-covid
office. Level of contentment further goes down when it comes to collaboration and
being aware of what is goin on in the organization. In pre-covid office over 80 % of
employees were satisfied with the level of collaboration and awareness. While this
number constitutes under 60% for home workers in regards to the level of
collaboration and awareness. Satisfaction level gap between current remote workers
and pre-Covid office workers from coaching and mentoring constitutes 30 %. 8 out
of 10 pre-Covid office workers were content with the level of coaching and
mentoring. While this number is 5 out of 10 for those who work form home(Global
Workplace Analytics 2020). Research is needed to find to what extent efficiency
gap; managing distractions and interuptions; level of reaching colleagues; getting
timely information; collaboration with colleagues; coaching and mentoring; differs
within different sectors.
Moreover, Microsoft 365's trillions of productivity signs measure the precise
level of digital fatigue experienced by employees. The total number of meetings and
conversations has gradually risen since last year, suggesting that the digital intensity
of employees' days has increased considerably. This deluge of details is unstructured
and largely unplanned, with 62% of Staff calls and meetings being unscheduled or
impromptu. Despite meeting and chat overload, 50% of people respond to Teams
talks in five minutes or less, a response time that hasn't improved year over year.
This demonstrates that the intensity of our workday has risen dramatically, as has
the level of expectation placed on workers during this period (Microsoft 2021).
Research is needed to find the level of digital overload and exhaustion in different
sectors.
Organizations' implementation of e-learning is hampered by strict rules, a lack
of digital maturity, and organizational difficulties. Switching from being an
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information-based company to a knowledge-based company is a
huge obstacle for today's businesses. Enterprise employees must
work in increasingly intense information and knowledge-oriented
environments in order to preserve the productivity of their
companies. On the basis of everyday facts and practice, traditional
learning methods fail to substantiate learning flow. Humans (e.g.,
staff, administrators, and civil servants) must be at the forefront of the knowledge
and learning flow, and conventional learning must be bridged by experiential, social,
and smart learning (Giannakos et al., 2021). Research is needed to find the level of
knowledge sharing within company and hybrid workers` favorite business training
method.
Jay Mulki
et al.
(2009) defined four critical challenges involving remote
work that require management attention: (1) finding the right work-life balance, (2)
overcoming workplace isolation, (3) compensating for the lack of face-to-face
communication, and (4) compensating for the lack of visibility. Main research
findings will be categorized according to these four type of challenges that require
management attention.
2.1 Finding the Right Work-Life Balance
2.1.1 Reading and replying to work emails at all hours of the day and
night, including weekends.
Managers need to be aware that the ability to respond
quickly, no matter where their employees are, is a double-edged sword. Firm policies
should be developed when employees are expected to respond remotely to emails in
order to ensure that this technology does not become counterproductive by
increasing stress levels (PRASAD, 2021).
Based on the above discussion, the
following hypothesis has been proposed:
H1: there is direct link between checking email outside of regular hours and
the level of digital overload and exhaustion
2.1.2 Workplace flexiblity.
A rational remedy to employee`s sensation of
being famished for time is workplace flexibility-permitting staff to have flexible
work schedules that enable them to better manage work and personal or family life
(Chekwa, 2018). Based on the above discussion, the following hypothesis has been
proposed:
H2: remote staff is allowed to choose their work schedule, including
prearranged time blocks for meetings, email-free times, efficiency of remote working
will be positively affected.
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2.1.3 Clear goals and expectations.
The degree to which
employees comprehend why the task assigned is important or
relevant to the group or department is referred to as goal clarity.
Employees recognize the objectives that must be met with a given
function and competence, and they arrange their activities
accordingly. Workplace satisfaction and individual performance
have been linked to goal clarity. Lack of goal clarity, on the other hand, can have
negative consequences, such as lower job motivation and lower individual and
organizational performance (Shirmohammadi, 2022). Based on the above
discussion, the following hypothesis has been proposed:
H3: clear goals and expectations set by manager for remote staff, have positive
impact on efficiency of remote working.
2.1.4 Social, emotional, physical, mental health and family status.
So far
research on work–life balance has primarily focused on the work and family
domains. However, the current labor force is diverse, and workers may value
nonwork domains other than the family (Gragnano, 2020). Many large corporations
are beginning to recognize that their employees' productivity is linked to their health
and well-being (Olson, 2009). However, physical health has traditionally received
more attention than mental, social and emotional health. This research paper aimed
to find about the role of other nonworking domains in work–life balance, with a
particular emphasis on social, mental, emotional and phythical health of remote
staff. Based on the above discussion, the following hypotheses have been proposed:
H4: social, physical, mental and emotional health of married without
children, single parent, single, married with children varies.
2.1.5 Social, emotional, physical, mental health and level of recognition.
Recognition is one of the most important characteristics of effective managers and
successful organizations. A successful manager's four key areas of leadership
include effective goal setting, communication, trust, and accountability. And when
recognition is used as the driver, all of these areas are accelerated (Galinsky, 2011).
Based on the above discussion, the following hypotheses have been proposed:
H5:
remote workers` the level of recognition by line/project manager have an
impact on their social, mental, physical, emotional health
2.1.6 Social, emotional, physical, mental health and employment.
Although
it is difficult to quantify the impact of work alone on personal identity, workplace is
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one of the key environments that affect our social, emotional,
physical and mental wellbeing
(Olson, 2009)
.
Based on the above
discussion, the following hypotheses have been proposed:
H6: social, physical, mental, emotional health remote staff is
affected by work experience
1.2
Overcoming workplace isolation
2.2.1 Level of contact and social, mental and emotional health of remote
staff.
Since remote staff are missing the informal social interaction of an office
setting, over a longer period of time, isolation can cause any employee to feel
alienation from their organization, and can even result in deciding not to stay
operating in this company (Larson, 2020).
Based on the above discussion, the
following hypotheses have been proposed:
H7: remote workers` the level of contact with colleagues have an impact on
their social, mental, physical, emotional health
2.2.2 Level of contact and efficiency of remote working.
Workplace
communication is available in variety of ways, including synchronous,
asynchronous, verbal, written, electronic, paper, pictorial, graphic, mobile,
telephone, webinar, and so on. Each medium enhances our personal syntax as well
as our communication etiquette. We are now connected with people over far greater
physical distances than our forefathers could have imagined, and we must fine-tune
our ability to relate as a result. It is up to each of us to create as pleasant a space as
we can even if we are not in the same location (Erickson, 2020).
Based on the above
discussion, the following hypotheses have been proposed:
H8: there is correlation between level of contact among remote workers and
efficiency of remote working
2.2.3 Level of contact and internal knowledge sharing.
Sharing one's
knowledge is a type of communication. Knowledge sharing goes through two central
behaviors: (a) knowledge donating which is actively communicating to others what
one knows, communicating one’s personal intellectual capital to others; and (b)
knowledge collecting which is actively consulting others to learn what they know,
consulting others to get them to share their intellectual capital (Microsoft, 2021).
Empirical findings revealed that overall of sharing knowledge has positive
relationships with communicative dimensions (communication satisfaction and
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communication style (Harnois, 2000).
Based on the above
discussion, the following hypotheses have been proposed:
H9: Level of contact among remote staff has an impact on
knowledge sharing
2.3
Compensating
for
the
lack
of
face-to-face
communication
2.3.1 Biggest challenges of remote staff managers need take into account.
Lack of communication in the organization – lack of communication between peers
and subordinates, as well as stakeholders – results in delayed decision making and
project overruns. Another important factor influencing an employee's psychological
well-being is workplace isolation. The employee will miss out on the fun at the
workplace during break, tea, and lunchtimes. This has a negative impact on the
employee's well-being because of boredom and a lack of interaction with coworkers.
The daily interaction of staff with peers and team members, adherence to policies,
and organizational climate all have an impact on remote working (Shirmohammadi,
2022). Do responses of dissatisfied, neither dissatisfied nor satisfied, satisfied with
efficiency of remote working compared to traditional office work differ?
Based on
the above discussion, the following hypotheses have been proposed:
H10: remote workers whose satisfaction level from remote working differ
do not have the same challenges that remote workers want their manager take
into account
2.3.2 Keeping remote employees productive and engaged.
Manager's Legal
Bulletin (2016) described four directions that promote teamwork and productivity:
a) instilling a sense of purpose; b) opening the lines of communication; c) providing
individual attention; d) recognizing their accomplishments.
Manager's Legal
Bulletin (2021) added four proactive steps that keep remote staff engaged and
connected to the organization: a) generating a sense of belonging; b) building a
community for working parents; c) offering professional development; d) flexing
the schedule. Woolf (2020) noted that
to keep remote workers highly involved and
committed to their work employers need to: help remote employees feel connected,
give meaningful recognition, pave the way for growth.
2.4 Compensating for the lack of visibility
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2.4.1 Usual way of receiving congratulations and
appreciation and being recognized.
Apart from with monthly pay
cheque, annual bonuses, and project or sales-related incentives,
which are all part of the employment contract and thus considered
an obligatory payment, appreciation and recognition outside of the
organization via social media platforms such as Facebook,
Instagram, Twitter, and LinkedIn can help the company gain positive traction and
build employer branding on a global scale (Nayak
et al.
, 2020).
2.4.2 Social, physical, mental, emotional health and recognition.
Organizational effectiveness, job satisfaction, and stress are all influenced by
recognition. Organizations can improve employee satisfaction, morale, and self-
esteem by recognizing effort and good work, which will have a positive impact on
organizational effectiveness (Grawitch
et al.
, 2006).
Based on the above discussion,
the following hypotheses have been proposed:
H11:
remote workers` the level of recognition by line/project manager have
an impact on their social, mental, emotional health.
2.4.3 Work efficiency and recognition.
When people are motivated by the
praise they receive from their line/project manager, they become more energetic on
their own. Supervisory recognition improves employee retention by identifying
outstanding performance, which satisfies their esteem needs and confirms their
status as an important part of the organization (Khan
et al.
, 2011).
Based on the
above discussion, the following hypotheses have been proposed:
H12: Level of recognition by line/project manager has direct effect on remote
work efficiency of remote staff.
2.4.4 Expectation of remote workers from their managers to
keep them
engaged and maintain high level.
Workers who are more engaged perform better
and give more optional effort (Lewis, 2011). Baumruk (2006) defined three feature
of engaged staff: a) “say-the employee” represents the company to coworkers and
refers potential employees and customers; b) “stay-the employee” has a strong
desire to remain a member of the organization despite other job opportunities; c)
“strive-the employee” goes above and beyond in terms of time, effort, and initiative
to contribute to the company's success.
2.4.5 Creating a workplace that is fair and equitable.
Managing a team
where some employees are co-located in an office and others work from home poses
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a number of challenges for managers. There is a proximity bias that
leads to the erroneous assumption that "office workers are more
productive than those who aren't." Managers must not allow team
members to talk about work in the office in such a way that remote
colleagues are inadvertently excluded (Knight, 2020).
Based on the
above discussion, the following hypothesis has been proposed:
H13: there is direct link between counteracting incorrect assumption that “the
people in the office are more productive than those who are not” and level of contact
and knowledge sharing among staff.
It is critical for employers to ensure that all employees are treated equally,
regardless of where or how they work, including providing equal notice of any
professional opportunities such as promotions, incentive programs, events, and the
like to remote employees (Erickson, 2020).
H14: the more manager counteracts incorrect assumption that “the people in
the office are more productive than those who are not”, the more employees believe
that employees performance is measured on results of work rather than where or
how the work is done; future promotions and career advancement opportunities are
equally feasible for them as their office colleagues;
2.
Research methodology
Research choice of this study is quantitative approach to find proper answer to
relational questions of variables within the research and main research question.
Under the quantitative method of research where primary data will be used,
descriptive analysis will be used in order to examine various forms of practices in
flexible working options. Quantitative method has been adopted by using Google
Forms in order to survey the data from the structured questionnaire. In order to know
managing methods about flexible working options structured questionnaires will be
used. Compared to interviews, questionannaires are preferred since it is flexible and
can be reached to a large number of people quickly. Remote/hybrid workers are
asked to fill questionnaires in order to evaluate the expectations of employees from
their managers and new style of management. The questionnaire is undoubtedly the
most widely used and abused data collection tool. It's simple to make and administer.
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A questionnaire is a form that is developed and circulated to
obtain answers to specific inquiries (Pandey, 2015). If responses to
many precise questions from many respondents are wanted, then a
questionnaire
is
probably
the
best
way
of
getting.
Questionnaire research, if done correctly, will provide the data required at a low co
st and in a format that allows data from different respondents to be compared
(Buglear, 2005).
The survey consisted of 12 multiple-choice questions and 18 questions that
were measured on a 5-point Likert scale. Two open ended questions, respondents
may answer in their own words which answers may not be exactly the same with
others, not fixed answers that are proposed by researcher. At the same time, open
questions facilitate to search for further response from participants and take needed
information. The aim was to conduct the survey with 400 remote/flexible workers
on different sectors of European countries. Correlational research is a non-
experimental approach of determining a relationship between two variables without
the use of any other factors. The direction and/or strength of their link will be
reflected in the correlation between the two variables
From 1st of May till 30th of July 2021 respondents were given 5-10 minutes
to fill in the survey anonymously, and 406 responded. Because not all surveys were
fully completed, 400 survey results were included in the analysis. The acquired data
was prepared prior to analysis. Missing data and outliers were checked in the dataset.
Outliers were defined as values that were outside the calculated range. The data was
then examined with the SPSS 28.0 statistical software.
3.
Result and Discussion
4.1
Finding the Right Work-Life Balance
4.
1.1 Read and reply to work emails at all hours of the day and night,
including weekends.
9.8% remote respondents noted that checking work mail
outside working hours is absolutely essential. 22.5% and 20.8% of remote staff
assessed it as very important and average important respectively. For less than 47%
of respondents checking email outside working hours is either of little importance
or not important at all, with 25% and 22% respectively.
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Fig. 1.
Checking email outside of regular hours (Source: Own
elaboration)
Groups have been formed according to importance of checking email outside
working hours, absolutely essential, very important, of average importance, of little
importance, not important at all. The p-value is <0.05, meaning that we have
significant differences somewhere between our groups. Level of digital overload of
“Absolutely Essential” and “Of Average Importance” have a significant difference.
Level of digital overload of “Absolutely Essential” and “Not important at all” have
a significant difference. Level of digital overload of “Very Important” and “Not
important at all” have a significant difference. Level of digital overload of “Of
Average Importance” and “Of Little Importance” have a significant difference.
Level of digital overload of “Of Little Importance” and “Not important at all” have
a significant difference
One of the aims of this paper is to find whether number of remote days per
week has an impact on overload of emails, chats, docs, meeting. The p-value is >0.05
for emails, meetings, chats and docs, meaning that we do not have significant
differences between our groups. It means that whether they work one day in a week
or 6 days in a week on average do not have difference in number of emails, meetings,
chats and docs.
4.1.2 Workplace flexiblity.
Survey results indicate that quarter of respondents
assess the level of flexibility to choose remote workers their work schedule,
including prearranged time blocks for meetings, email-free times as moderate. One
third of all respondents have found this flexibility as high. Very high level of
Absolutely
Essential; 9,80%
Very Important;
22,50%
Of Average
Importance;
20,80%
Of Little
Importance; 25%
Not Important At
All; 22%
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flexibility is given for over 26% of remote workers by their
managers. Low level of freedom to choose work schedule, including
prearranged time blocks for meetings, email-free times is given for
just over 10% respondents. Just under 5% of the respondents have
assessed this level of as very low.
For comparison of more than two groups, the Kruskal-
Wallis test has been used. Groups have been formed according to Likert scale. Those
who assessed level of flexibility as “Very weak” is group one, “Weak” is group two,
est. The p-value is <0.05 meaning that we have significant differences somewhere
between our groups. Student`s T test
(Independent Samples Test)
helps to clarify
these differences within groups. There is significant difference between “Moderate”
and “Strong”, “Moderate” and “Very strong” on their assessment of efficiency of
remote working.
One of the aims of this paper is to find whether
if remote worker is let choose
his/her work schedule, including prearranged time blocks for meetings, email-free
times by line/project manager, the level of digital overload and exhaustion will be
lower than those whose manager do not allow employees to choose work schedule.
The p-value is >0.05, meaning that remote worker who is let choose his/her work
schedule, including prearranged time blocks for meetings, email-free times by
line/project manager, the level of digital overload and exhaustion is not different
than those whose manager do not allow employees to choose work schedule.
4.1.3 Clear goals and expectations.
The degree to which employees
comprehend why the task assigned is important or relevant to the group or
department is referred to as goal clarity. Employees recognize the objectives that
must be met with a given function and competence, and they arrange their activities
accordingly. Workplace satisfaction and individual performance have been linked to
goal clarity. Lack of goal clarity, on the other hand, can have negative consequences,
such as lower job motivation and lower individual and organizational performance
(Shirmohammadi, 2022).
Survey results indicate that 39% and 19.6% of respondents
either agree or strongly agree respectively that their manager clarify goals and set
clear expectations for them. Only 15% of respondents admit clarity of goals and
expectations as weak or very weak while they are working remotely.
For comparison of more than two groups, the Kruskal-Wallis test has been
used. Groups have been formed according to Likert scale. Those who assessed
clarity of goals and expectation as “Very weak” is group one, “Weak” is group two,
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est. The p-value is <0.05 meaning that we have significant
differences somewhere between our groups. Student`s T test
(Independent Samples Test)
helps to clarify these differences within
groups. There is significant difference between “Very weak” and
“Strong”, “Very weak” and “Very strong” “Weak” and “Strong”
“Weak” and “Very strong” “Moderate” and “Very strong” “Strong”
and “Very strong” on their assessment of efficiency of remote working.
Fig. 2.
Research about getting timely information, direction and support and its
impact on efficiency of remote working (Source: Own elaboration)
There is correlation between clear goal and expectations and efficiency of
remote working. The higher level of clarity of goal and expectations, the higher
efficiency in remote working.
One of the aims of this paper is to find whether
if remote worker has a clear
picture of agenda items for the week ahead, with a step-by-step process for how
he/she will deliver, the level of digital overload and exhaustion will be lower or not
than those who do not have agenda items for the week ahead. The p-value is >0.05,
meaning that remote worker who has a clear picture of agenda items for the week
ahead, with a step-by-step process for how he/she will deliver, the level of digital
overload and exhaustion is not different than those who do not have agenda items
for the week ahead.
4.1.4 Social, emotional, physical, mental health and family status.
The p-
value for physical and mental health is >0.05, meaning that we do not have
significant differences between our groups, so we reject alternative hypothesis. The
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p-value for social and emotional health is nearly equal to 0.05,
meaning that we have significant differences between our groups, so
we reject null hypothesis. It has been found that emotional health of
“Married, without children” and “Single” have a significant
difference. Emotional health of “Married, with children” and
“Single” have a significant difference. Emotional health of
“Married, with children” and “In relationship” have a significant difference. Social
health of “Single” and “In relationship” have a significant difference.
4.1.5 Social, emotional, physical, mental health and level of recognition.
The p-value for physical health is >0.05, meaning that we do not have
significant differences between our groups, so we reject alternative hypothesis for
physical health. It means irrespective of the level of recognition by line/project
manager
groups do not have difference in physical health. The p-value of social,
mental and emotional health of respondents is <0.05 meaning that we have
significant differences somewhere between our groups.
Fig. 3.
Research about level of recognition and its impact on social, mental and
emotional health (Source: Own elaboration)
It has been found that the higher level of recognition, the higher social, mental,
emotional health of staff. Student`s T test
(Independent Samples Test)
helps to
clarify these differences within groups. Social, and mental health of those who
assessed level of recognition by line/project manager as “Very low” and “Low” have
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significant difference. Social, and mental health of “Very low” and
“Moderate” have significant difference. Social, Emotional and
mental health of “Very low” and “High” have a significant
difference. Social, Emotional and mental health of “Very low” and
“Very high” have a significant difference. Emotional and mental
health of “Low” and “High” have a significant difference. Social,
Emotional and mental health of “Low” and “Very high” have a significant
difference. Emotional and mental health of “Moderate” and “High” have a
significant difference. Social, Emotional and mental health of “Moderate” and “Very
high” have a significant difference. Social and Emotional health of “High” and
“Very high” have a significant difference.
Apart from the theoretical implications,
these findings have practical relevance not only for employees, but also for
employers.
4.1.6 Social, emotional, physical, mental health and employment.
For comparison of more than two groups, the Kruskal-Wallis test has been
used. Groups have been formed according to years of work experience. The p-value
for physical health is >0.05, meaning that we do not have significant differences
between our groups,
so we reject alternative hypothesis for physical health
. It
means irrespective of the work experience
groups do not have difference in physical
health. The p-value of social, mental and emotional health of respondents is <0.05
meaning that we have significant differences somewhere between our groups.
So we
reject null hypothesis
.
Emotional and mental health of “Up to 1 year” and “Up to 10 years” have a
significant difference. Social, emotional and mental health of “Up to 1 year” and
“Up to 20 years” have a significant difference. Social, emotional and mental health
of “Up to 5 years” and “Up to 20 years” have a significant difference. Emotional and
mental health of “Up to 10 years” and “Up to 20 years” have a significant difference.
Social, emotional and mental health of “Up to 15 years” and “Up to 20 years” have
a significant difference. Social, emotional and mental health of “Up to 20 years” and
“Over 20 years” have a significant difference.
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Fig.
4.
Research about
employment and
social, mental,
physical,
emotional health
(Source:
Own
elaboration)
The more work experience person has, the higher his/her social, emotional,
mental health is. Social, emotional, mental health peaks around 40-45 years, when
one has 20 years of work experience.
4.2
Overcoming workplace isolation
4.2.1 Level of contact and social, mental and emotional health of remote
staff.
Groups have been formed according to level of contact with colleagues, very
low, low, average, high, very high. The p-value of social, mental and emotional
health of respondents is <0.05 meaning that we have significant differences
somewhere between our groups. Emotional and mental health of those who assessed
their level of contact with remote colleagues as “Very low” and “Moderate” have a
significant difference. Social, Emotional and mental health of “Very low” and
“High” have a significant difference. Social, Emotional and mental health of “Very
low” and “Very high” have a significant difference. Emotional and mental health of
“Low” and “Moderate” have a significant difference. Social, Emotional and mental
health of “Low” and “High” have a significant difference. Social, Emotional and
mental health of “Low” and “Very high” have a significant difference. Social,
Emotional and mental health of “Moderate” and “Very high” have a significant
difference. Social health of “High” and “Very high” have a significant difference
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Fig. 5.
Research about level of contact and its impact on social, mental and
emotional health (Source: Own elaboration)
The higher level of contact person has, the higher his/her social, emotional,
mental health is.
4.2.2 Level of contact and efficiency of remote working.
Remote workers whose level of contact “Very low” and “Moderate” have a
significant difference on their assessment on efficiency of remote working. Remote
workers whose level of contact “Very low” and “High” have a significant difference
on their assessment on efficiency of remote working. Remote workers whose level
of contact “Very low” and “Very high” have a significant difference on their
assessment on efficiency of remote working. Remote workers whose level of contact
“Low” and “Moderate” have a significant difference on their assessment on
efficiency of remote working. Remote workers whose level of contact “Low” and
“High” have a significant difference on their assessment on efficiency of remote
working. Remote workers whose level of contact “Low” and “Very high” have a
significant difference on their assessment on efficiency of remote working. Remote
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workers whose level of contact “Moderate” and “High” have a
significant difference on their assessment on efficiency of remote
working
Fig.
6.
Research
about
correlation
between level of
contact
among
remote
workers
and efficiency of
remote
working
(Source:
Own
elaboration)
There is
correlation
between home
working and level of contact with co-workers. The higher level of contact, the
higher efficiency in home working.
4.2.3 Level of contact and internal knowledge sharing.
The p-value of level of contact of respondents is <0.05 meaning that we have
significant differences somewhere between our groups. Remote workers whose level
of contact “Very low” and “Moderate” have a significant difference on knowledge
sharing among remote working staff. Remote workers whose level of contact “Very
low” and “High” have a significant difference on knowledge sharing among remote
working staff. Remote workers whose level of contact “Very low” and “Very high”
have a significant difference on knowledge sharing among remote working staff.
Remote workers whose level of contact “Low” and “High” have a significant
difference on knowledge sharing among remote working staff. Remote workers
whose level of contact “Low” and “Very high” have a significant difference on
knowledge sharing among remote working staff. Remote workers whose level of
contact “Moderate” and “High” have a significant difference on knowledge sharing
among remote working staff. Remote workers whose level of contact “Moderate”
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and “Very high” have a significant difference on knowledge sharing
among remote working staff. Remote workers whose level of contact
“High” and “Very high” have a significant difference on knowledge
sharing among remote working staff.
Fig.
7.
Research
about
level of contact and
internal knowledge
sharing
(Source:
Own elaboration)
There
is
correlation
between level of
contact and internal knowledge sharing among remote colleagues. The higher level
of contact, the higher knowledge sharing among remote colleagues.
8.9% and 25.8% of respondents assessed level of contact with co-workers as
very low and low respectively. There is direct correlation between level of contact
and ways of connecting and bringing playfulness into workday. Those who assessed
their level of contact with colleagues as “Very low” or “Low” tend to avoid
socializing with the majority of the team, define bringing playfulness into workday
as not the most important part of their job, keep things formal, can't enjoy connecting
when
they
work
remotely.
Compensating
for
the lack of face-to-
face communication
4.2.1
Biggest
challenges of remote
staff managers need
take into account.
0,3
0,3
0,3
0,3
1,3
4,5
5
7
9,5
9,5
16,5
17,3
28,5
0
5
10
15
20
25
30
Workload
Expenses
being trusted to do my job without…
Career Progression & Promotions
No challenges when working remotely
Being in a different timezone than…
Taking vacation time
Finding reliable wifi
Loneliness
Difficulties with collaboration and…
Distractions at home
Not being able to unplug
Staying motivated
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Fig. 8.
Remote employee challenges that managers should pay
attention to (Source: Own elaboration)
The p-value is <0.05, meaning that we have significant
differences somewhere between our groups. Remote workers whose
satisfaction level from remote working differ do not have the same
challenges that remote workers want their manager take into
account. In general, those who are very dissatisfied or dissatisfied with efficiency of
remote working compared to traditional office work, have found not being able to
unplug as the biggest challenge. For neither dissatisfied nor satisfied, satisfied and
very satisfied with efficiency of remote working compared to traditional office have
found staying motivated as the biggest challenge managers need to take into account.
4.3.2 Keeping remote employees productive and engaged.
Current research
adds more value by finding about employee point view that keep them engaged and
maintain high level while working remotely.
Showing faith in remote employees
and giving them some space are leading factor among remote staff. It is followed
by regular informal check-in. Providing remote working tools is the third biggest
factor that enables remote staff
to
keep them engaged and maintain high level.
Organizing virtual team building activities comes close behind. Extending
innovation incentives and offering health club membership
are next biggest
contributors
keep remote staff engaged and maintain high level.
Fig. 9.
Research about expectation of remote workers from their managers
to keep them engaged and maintain high level (Source: Own elaboration)
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According to survey results, remote staff who assessed level of
recognition by line/project manager as very poor wants to be
believed and given some space. Remote staff who assessed level of
recognition by line/project manager as very high wants regular
informal check-in by their managers.
4.3
Compensating for the lack of visibility
4.4.1 Usual way of receiving congratulations and appreciation and being
recognized.
Fig. 10.
Research about usual way of receiving congratulations and
appreciation and being recognized for remote staff (Source: Own elaboration)
Research shows that majority of respondents are congratulated, appreciated and
recognized through congratulatory emails and open recognition during staff
meetings. Social media recognition and online gift certificates, recommendation via
LinkedIn, employee showcase via Facebook and recognition lunch are “outside of
company” recognition types are also being applied.
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Fig. 11.
Research about usual way of receiving congratulations and
appreciation and being recognized and assessment of remote staff for their
recognition (Source: Own elaboration)
Even though
majority of remote respondents are congratulated, appreciated and
recognized through congratulatory emails and open recognition during staff
meetings,
research results indicated that those who get regular feedbacks and
performance reviews; bonus payments; recognition in private conversations and
personal calls assessed themselves more higher recognized by line/project managers
than those who receive social media recognition and online gift certificates,
recommendation via LinkedIn, employee showcase via Facebook and recognition
lunch.
4.4.2 Social, physical, mental, emotional health and recognition.
This
research paper aimed to find about the role of recognition on employee wellbeing,
with a particular emphasis on social, mental and emotional health of remote staff.
The p-value of social, mental and emotional health of respondents is <0.05
meaning that we have significant differences somewhere between our groups.
Student`s T test
(Independent Samples Test)
helps to clarify these differences within
groups. Social, and mental health of those who assessed the level of recognition by
line/project manager as “Very low” and “Low” have significant difference. Social,
and mental health of “Very low” and “Moderate” have significant difference. Social,
Emotional and mental health of “Very low” and “High” have a significant
difference. Social, Emotional and mental health of “Very low” and “Very high” have
a significant difference. Emotional and mental health of “Low” and “High” have a
significant difference. Social, Emotional and mental health of “Low” and “Very
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high” have a significant difference. Emotional and mental health of
“Moderate” and “High” have a significant difference. Social,
Emotional and mental health of “Moderate” and “Very high” have a
significant difference. Social and Emotional health of “High” and
“Very high” have a significant difference.
Fig. 12.
Research about impact of recognition on employee social, mental,
emotional health (Source: Own elaboration)
There is correlation between level of recognition and social, mental, emotional
health of remote staff. The higher level of recognition, the higher social, mental,
emotional health of remote staff.
4.4.3 Work efficiency and recognition.
The p-value of the test is <0.05 meaning that we have significant differences
somewhere between our groups.
So we reject null hypothesis
. Student`s T test
(Independent Samples Test)
helps to clarify these differences within groups. Those
who feel the level of recognition as “very low” have a significant difference with
those who feel as “moderate” on efficiency of remote working compared to pre-
covid office working. Those who feel the level of recognition as “very low” have a
significant difference with those who feel as “high” on efficiency of remote working
compared to pre-covid office working. Those who feel the level of recognition as
“very low” have a significant difference with those who feel as “very high” on
efficiency of remote working compared to pre-covid office working. Those who feel
the level of recognition as “low” have a significant difference with those who feel
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as “high” on efficiency of remote working compared to pre-covid
office working. Those who feel the level of recognition as “low”
have a significant difference with those who feel as “very high” on
efficiency of remote working compared to pre-covid office working.
Those who feel the level of recognition as “moderate” have a
significant difference with those who feel as “high” on efficiency of
remote working compared to pre-covid office working. Those who feel the level of
recognition as “moderate” have a significant difference with those who feel as “very
high” on efficiency of remote working compared to pre-covid office working
Fig. 13.
Research about recognition and its impact on work efficiency (Source:
Own elaboration)
There is correlation between level of recognition and work efficiency of remote
staff. The higher level of recognition, the higher work efficiency of remote staff.
4.4.4 Expectation of remote workers from their managers to
keep them
engaged and maintain high level.
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Fig. 14.
Research about expectation of remote workers from
their managers to keep them engaged and maintain high level
(Source: Own elaboration)
Current research
aims of this paper is to find expectation of remote workers
from their managers to
keep them engaged and maintain high level. Showing faith
in remote employees and giving them some space are leading factor among remote
staff. It is followed by regular informal check-in. Providing remote working tools
is the third biggest factor that enables remote staff
to
keep them engaged and
maintain high level. Organizing virtual team building activities comes close
behind. Extending innovation incentives and offering health club membership
are
next biggest contributors
keep remote staff engaged and maintain high level.
4.4.5 Creating a workplace that is fair and equitable.
Research aims to find
impact of manager`s effort to counteract incorrect assumption that “the people in the
office are more productive than those who are not.” For comparison of more than
two groups, the Kruskal-Wallis test has been used. Groups have been formed
according to Likert scale, those who assessed emphasis inclusion of every employee
to counteract incorrect assumption from “Strongly disagree” to “Strongly agree”.
The p-value is <0.05 meaning that counteracting incorrect assumption that “the
people in the office are more productive than those who are not” has direct positive
relationship with level of contact and knowledge sharing among staff.
For comparison of more than two groups, the Kruskal-Wallis test has been
used. Groups have been formed according to Likert scale, those who assessed
emphasis inclusion of every employee to counteract incorrect assumption from
“Strongly disagree” to “Strongly agree”. The p-value is <0.05 meaning that
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counteracting incorrect assumption that “the people in the office are
more productive than those who are not” has direct positive
relationship on how employees assess their performance is being
measured by managers and whether they have equal promotion and
career advancement opportunities or not.
5
Conclusion and implications
The findings presented in this study filled a gap in the literature regarding the
workplace engagement of remote workers, biggest challenges and remote worker
loyalty. In order to keep staff engaged and maintain high level managers need to
extend innovation incentives; explain how employee`s work contribute to the
success of company going forward; show faith in remote employees and give them
some space; take into account of social, mental, physical, emotional health of staff;
offer health club memberships; organize virtual team building activities; provide
challenging tasks for employees; give direction and provide support, such as
listening and providing rationale; encourage innovation and let people tinker with
their idea, rather than finding a fault; regular informal check-in; provide remote
working tools; continuous communication; pay electricity and printing costs;
encourage higher level of contact within colleagues; allow remote working from
another country; meetings held online to be fair to everyone even if some people
are in the office, future promotions and career advancement opportunities should be
equally feasible for me as office colleagues.
The biggest challenges remote staff want their manager take into account are
loneliness; not being able to unplug; staying motivated; being trusted to do job
without constant check-ins and micro-managing; take into account of digital
overload and exhaustion from email, meeting, docs, calls; finding reliable Wi-Fi;
distractions at home; being in a different time zone than teammates; difficulties with
collaboration and communication; workload; taking vacation time; let staff choose
their work schedule, including prearranged time blocks for meetings, email-free
times.
To stay operating next two years remote employees want to have appreciation
for their work, such as receiving social media recognition and an online gift
certificates; open recognition during staff meetings; receiving congratulatory emails;
recognition lunch; offering a stipend to help set up home office, co-working
memberships and coffee shop working purchase reimbursements, to have
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sympathetic help, such as trust on employees; give workers more
incentives, motivation, promotion/growth, such as more effective
online support and feedback systems, online training, working
conditions
,
such as
fully or hybrid working, presence in the office
only for specific meetings; asynchronous communication and work;
funds to purchase home office equipment; equal workload with
everyone; agenda during meetings to be more effective, virtual attendance, better
short term goal setting and planning; better team organization, more involvement of
manager with employees; clarify goals and set clear expectations, work flexibility,
such as
option to choose when and where to work; manage time over the year,
flexibility on when to take the days off and annual leave.
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