Introduction
Given current technological developments, education, and globalization, a paradigm change is very likely. Full-time workers now operating from a single location is an ineffective and unsustainable strategy. Hybrid or remote full-time employment are two possible answers to this issue. A hybrid or remote full-time position involves working from home sometimes but spending some days in the office. This differs from a typical 9 to 5 job since you could spend some days working from home and some of it at an office.
According to Vinueza-Cabezas et al. (2022), Many businesses have adopted the hybrid or remote full-time work strategy to save expenses. Additionally, it gives staff members greater scheduling freedom, which may boost output and morale. Over the last several years, remote work has become increasingly popular, which is not unexpected. It is now simpler than ever to remain in touch with your coworkers and supervisor, thanks to the development of technology, particularly the Internet. Consequently, more businesses are implementing flexible work schedules that allow workers sometimes to work remotely or from home using vacation time.
Literature Review
Remote full-time work is a hybrid working model, a mix between traditional workplaces and telecommuting. This type of working model allows employees to work anywhere worldwide as long as they can access the necessary technologies. The article by Hopkins and Bardoel (2023) discusses how remote full-time work has become popular since pandemics have affected many countries worldwide. The authors present the results of a study on paperless offices and remote workers. The authors describe their findings, including that many companies are implementing hybrid work models for greater flexibility for employees who work from home and in-office. This flexibility can result in more efficient use of time, reducing costs for employers. This article relates to the topic because it shows how hybrid work models can help companies reduce costs while improving employee satisfaction by allowing them to choose where they want to work. In addition, because these types of companies tend to have fewer employees working at any one time than traditional offices do, they could be more efficient than those who do not use this method.
Hopkins & Bardoel (2023) describe the implementation of hybrid work models in Australia, similar to the implementation of remote full-time work in America. In both cases, it is essential to note that the decision was made not because of a lack of interest or desire on behalf of employees but because it was necessary due to circumstances outside their control. In Australia’s case, an pandemic influenza outbreak forced many people to stay home from work; in America’s case, there is a shortage of workers willing to relocate across state lines or take jobs with long commutes. Both articles show that employers and employees are struggling with this new reality. Employers must find ways to retain staff who want remote work but cannot commute; employees must find ways to make remote work possible despite its challenges. Hopkins and Bardoel’s article cites several advantages for organizations implementing hybrid work models: increased productivity; increased employee engagement; decreased costs associated with commuting and parking; improved workplace culture; greater flexibility among employees; and reduced carbon emissions from commuting.
Konovalova et al. (2022) discuss how implementing hybrid and remote full-time work is an effective solution for companies looking to maximize their talent pool and improve productivity. The authors also explore some challenges companies face when implementing these new work models. Specifically, they discuss how the use of these work models has increased in recent years because of their ability to attract talented employees who otherwise would not have been available due to issues such as location or scheduling conflicts. They also discuss how these new models have allowed companies to reduce costs associated with office space and facility maintenance while increasing productivity by allowing more time for employees to focus on their projects rather than commuting or attending meetings outside of regular working hours.
Konovalova et al. (2022) also note that there are challenges associated with adopting these new models, including compliance requirements such as overtime pay laws as well as challenges related to managing remote teams, including communication challenges between team members who may not work together every day but need access information quickly when needed. The article further discusses the growing popularity of hybrid and remote full-time work and how it can be implemented to benefit both employers and employees. This topic is particularly relevant for America, where many remote workers would like to work from home but do not have the option. According to the article by Konovalova and colleagues, hybrid work models allow employees to balance their lives with their jobs more effectively than traditional models. In addition, this working method has been shown to improve employee morale and productivity, which helps companies save money on training and hiring new employees. The authors also note that hybrid work models can help companies by allowing them to retain valuable employees who might otherwise leave due to a lack of flexibility. They also discuss how this type of work model could benefit organizations looking to hire new talent because it gives them access to a broader range of candidates who may otherwise not be able to interview for certain positions due to their location.
The implementation of hybrid working from home-has had a positive impact on the productivity of employees. Bloom et al. (2022) found that when employees were allowed to work remotely full-time, they experienced significant improvements in their overall productivity. Specifically, they produced more work, were more productive at work and home, and reported higher satisfaction levels with their work-life balance. Their study is significant because it shows companies can benefit by allowing their employees to work remotely full-time. These include lower costs for keeping offices open and higher morale among employees who can spend more time with family or pursue other interests outside work hours. The authors find that employees are more productive when they work from home (on average), but there are also tradeoffs: the work-from-home employees have more stress and face more challenges in managing their time.
The authors of this article have found benefits to having some workers work remotely full-time, but there are also drawbacks. One significant benefit is that it can be less expensive for companies to hire remote workers because they do not need to pay for office space or equipment purchases like printers or computers. However, this may come at the cost of productivity due to distractions like social media and other factors like not being able to see coworkers often enough, as well as having trouble managing work hours due to scheduling issues with other employees who might want to get together at a specific location during certain times of the day.
Employees who work remotely have more flexibility and control over their time. This can help them reduce stress, improve productivity and increase employee satisfaction (Kokt & Chipunza, 2022). However, there are challenges associated with this type of work, such as a lack of support from managers and colleagues (Kokt & Chipunza, 2022). Therefore, employees must understand these challenges before starting remote or hybrid work. The article also explains how hybrid working can benefit employees when working on projects outside their comfort zone or when they need to collaborate with people worldwide (Kokt & Chipunza, 2022). This collaboration can provide them with new opportunities for learning and development, improving their skills and performance at work. Kokt and Chipunza note that remote and hybrid working can be a cost-effective way to boost productivity and efficiency, but it has many implications for employee development.
The authors note that employees accustomed to working at home may struggle with workspace management, including managing their schedules, communicating correctly with other team members, and staying focused on their tasks (Kokt & Chipunza, 2022). In addition, they say that employees accustomed to working remotely may have difficulty transitioning back into a traditional office environment when needed. The article’s findings suggest employers should consider offering training programs for remote workers that focus on managing their time effectively and communicating clearly with coworkers. They also recommend offering training programs for traditional office workers about how to work effectively with remote workers.
The article by Agba et al. (2022) discusses the benefits of remote work over traditional office settings, including increased employee productivity and job satisfaction. The authors state that “there is a strong correlation between telecommuting and high levels of productivity,” especially for those in creative or technical fields such as engineering or computer programming (Agba et al., 2022). The study also found that workers allowed to work remotely reported higher levels of job satisfaction than those who worked in an office environment (Agba et al., 2022). This study supports the idea that hybrid work models are more effective than traditional full-time positions because they allow employees to balance their personal lives with their professional lives without sacrificing one or the other entirely for their jobs. However, the authors also state that many challenges are involved in implementing a remote-work model within an organization.
For example, it may be difficult for managers to monitor what employees are doing and whether or not they are working efficiently when they are not in the exact location as everyone else. Additionally, employees might feel isolated from other team members if they cannot interact with them regularly and vice versa. The authors conclude that while benefits are associated with traditional office-based work environments and remote work models (such as increased productivity), neither method is superior. Instead, each has pros and cons, which must be considered carefully before implementing any particular strategy within an organization or company.
Research Question
What are the impacts and challenges of implementing hybrid or remote full-time work as the primary work method in America?
Theoretical Framework
Flexible Work Arrangements Theory: This theory looks at how different flexible work arrangements, such as remote work and hybrid work models, are implemented and what effect they have on employee productivity, job satisfaction, and work-life balance (Erro-Garcés et al., 2022). The emphasis is on how businesses may modify their organizational structures to consider shifting employee preferences and technology improvements. The theory explains the advantages and difficulties of flexible work schedules and sheds light on the variables that affect how well they are implemented.
The Flexible Employment Arrangements (FWAs) hypothesis is an excellent choice for this hybrid or remote full-time employment research since it is both very relevant and suitable. The theory of flexible work arrangements (FWAs) offers a comprehensive framework for comprehending and analyzing the idea of flexible work arrangements, including hybrid work models and remote employment (Wöhner, 2022). It provides insights into the fundamental ideas, advantages, difficulties, and effects of such work arrangements on workers and organizations.
The first benefit of FWA theory is that it clarifies the justification for using hybrid or remote full-time employment arrangements. It acknowledges that conventional labor arrangements have shifted paradigm due to technological advances, education, and globalization. According to the hypothesis, FWAs like remote work and hybrid work provide workers more flexibility, schedule freedom, and work-life balance, which boosts productivity and job satisfaction (Seeber & Erhardt, 2023). This aligns with the study’s goal of investigating the advantages and effects of full-time remote and hybrid work on workers and organizations.
In addition, the FWA theory offers a framework for analyzing organizational variables that affect the adoption and effectiveness of hybrid work models. It covers the difficulties employers experience in leading remote teams, guaranteeing clear communication, and fostering cooperation and efficiency in a distributed workplace. To overcome these obstacles, the theory also emphasizes the need to encourage management practices, training programs, and efficient communication channels. This aligns with the study’s suggestions for organizations to manage the difficulties and consequences of adopting hybrid work models.
Thirdly, in Weideman and Hofmeyr’s article (2020), the FWA theory recognizes that circumstances at the individual level may affect how successful flexible work arrangements are. It acknowledges that various workers may have varied preferences, driving forces, and capacities for adjusting to remote or hybrid work. The idea discusses the significance of worker autonomy, self-management, and skills necessary for productive remote work. It also draws attention to workers’ difficulties, like managing their workspaces and their time and establishing boundaries between their personal and professional lives. These factors are important since the research examines how hybrid work affects employee growth, satisfaction, and productivity.
Lastly, the FWA theory acknowledges the wider organizational and social ramifications of implementing hybrid or remote full-time employment arrangements. It discusses possible business cost reductions, less commute, environmental advantages, and access to a larger talent pool (Austin-Egole et al., 2020). The theory also considers the various tradeoffs and difficulties posed by FWAs, such as handling compliance obligations and preserving social ties and teamwork. These ideas align with the study’s investigation of remote and hybrid full-time employment’s advantages, disadvantages, and consequences.
Hypothesis
The adoption of hybrid or remote full-time work as the predominant mode of employment in America will benefit productivity, employee satisfaction, work-life balance, and cost savings for businesses, but it may also present difficulties for communication, workspace management, and upholding a sense of connection and collaboration among staff members.
References
Agba, M. S., Agba, G. E. M., Ettah, G., & Obera, V. A. (2022). Telecommuting and Remote Work Revolution: Are Workers More Effective and Productive Working from Home? (A Multi-Perspective Analysis). Logos Universality Mentality Education Novelty: Social Sciences, 11(2), 82-94. https://doi.org/10.18662/lumenss/11.2/73
Austin-Egole, I. S., Iheriohanma, E. B., & Nwokorie, C. (2020). Flexible working arrangements and organizational performance: An overview. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 25(5), 50-59. DOI:10.9790/0837-2505065059
Bloom, N., Han, R., & Liang, J. (2022). How hybrid working from home works out (No. w30292). National Bureau of Economic Research. https://www.nber.org/system/files/working_papers/w30292/w30292.pdf
Erro-Garcés, A., Urien, B., Čyras, G., & Janušauskienė, V. M. (2022). Telework in Baltic Countries during the Pandemic: Effects on Wellbeing, Job Satisfaction, and Work-Life Balance. Sustainability, 14(10), 5778. https://doi.org/10.3390/su14105778
Hopkins, J., & Bardoel, A. (2023). The future is hybrid: How organizations design and support sustainable hybrid work models in post-pandemic Australia: sustainability, 15(4), 3086. DOI:10.3390/su15043086
Kokt, D., & Chipunza, C. (2022). Remote and Hybrid Working during Crisis: Challenges and Implications for African Employee Development. In People Management-Highlighting Futures. IntechOpen. DOI:10.5772/intechopen.107023
Konovalova, V. G., Petrenko, B. V., & Aghgashyan, R. V. (2022, February). Choosing a Hybrid Work Model and New Challenges. In Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy” Volume 1 (pp. 547–554). Cham: Springer International Publishing. Doi: 10.3390/ijerph192114337
Seeber, I., & Erhardt, J. (2023). Working from Home with Flexible and Permeable Boundaries: Exploring the Role of Digital Workplace Tools for Job Satisfaction. Business & Information Systems Engineering, 1-16. DOI:10.1007/s12599-023-00801-2
Vinueza-Cabezas, A., Osejo-Taco, G., Unda-López, A., Paz, C., & Hidalgo-Andrade, P. (2022). A Comparison of Working Conditions and Workers’ Perceptions among On-Site, Telework, and Hybrid Workers in Ecuador during the COVID-19 Pandemic. International Journal of Environmental Research and Public Health, 19(21), 14337. DOI: 10.3390/ijerph192114337
Weideman, M., & Hofmeyr, K. B. (2020). The influence of flexible work arrangements on employee engagement: An exploratory study. SA Journal of Human Resource Management, 18(1), 1-18. DOI:10.4102/sajhrm.v18i0.1209
Wöhner, F. (2022). Work flexibly, travel less? The impact of telework and flextime on mobility behavior in Switzerland. Journal of transport geography, 102, 103390. https://doi.org/10.1016/j.jtrangeo.2022.103390
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