Gender Equality in Virtual Work I.: Risks

This article focuses on gender equality in virtual work, taking special account of the regulatory challenges. It contributes to broader debates on the workers' situation in the sharing economy in two ways. Firstly, it makes an inaugural attempt to evaluate the implications of the new forms of work in the sharing economy for female virtual workers, looking at the issue of equal treatment. Secondly, it offers preliminary suggestions regarding a future regulation to improve equality between genders in virtual work. The paper is divided into four main parts. The first section defines "virtual work", classifies its two basic forms and emphasises the specific traits of this form of work to demonstrate the need of special protection against discrimination. Secondly, the paper identifies the possible beneficial and adverse implications of virtual work for female workers and gender equality. Thirdly, the paper provides a summary of the gender equality law of the European Union that serves as a point of reference when speaking about antidiscrimination law. Section 4 offers three normative perspectives and suggestions as to how to enhance gender equality in virtual work. Finally, the paper concludes. This first part of this two-part paper concentrates on the risks of virtual work for equal treatment, while the second part is going to address the regulatory options and suggestions

Gender Equality in Virtual Work II.: Regulatory Suggestions

This article focuses on gender equality in virtual work, taking special account of the regulatory challenges. It contributes to broader debates on the workers' situation in the sharing economy in two ways. Firstly, it makes an inaugural attempt to evaluate the implications of the new forms of work in the sharing economy for female virtual workers, looking at the issue of equal treatment. Secondly, it offers preliminary suggestions regarding a future regulation to improve equality between genders in virtual work. This is the second part of a paper on gender equality in virtual work. The first part (published in the 2018/1 issue of the Hungarian Labour Law E-Journal) defined "virtual work", classified its two basic forms and emphasised the specific traits of this form of work to demonstrate the need of special protection against discrimination. Subsequently, it identified the possible beneficial and adverse implications of virtual work for female workers and gender equality. This second part firstly provides a summary of the gender equality law of the European Union that serves as a point of reference when speaking about antidiscrimination law. Section 2 offers three normative perspectives and suggestions as to how to enhance gender equality in virtual work. Finally, the paper concludes

A Typology of Virtual Teams: Implications for Effective Leadership

As the nature of work in today\u27s organizations becomes more complex, dynamic, and global, there has been an increasing emphasis on far-flung, distributed, virtual teams as organizing units of work. Despite their growing prevalence, relatively little is known about this new form of work unit. The purpose of this paper is to present a theoretical framework to focus research toward understanding virtual teams and, in particular, to identify implications for effective leadership. Specifically, we focus on delineating the dimensions of a typology to characterize different types of virtual teams. First, we distinguish virtual teams from conventional teams to identify where current knowledge applies and new research needs to be developed. Second, we distinguish among different types of virtual teams, considering the critical role of task complexity in determining the underlying characteristics of virtual teams and leadership challenges the different types entail. Propositions addressing leadership implications for the effective management of virtual teams are proposed and discussed

Virtual Teams: Work/Life Challenges - Keeping Remote Employees Engaged

Remotely located employees are quickly becoming a norm in the modern workplace in response to evidence that telecommuters save on costs and produce more efficiently. There are many intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters are more satisfied with their work/life balance and report lower rates of job burnout. Though there are also many well-identified setbacks remotely located managers and employees may face. Employers see the most success with telecommuting by first recruiting the people best fit to fill these remote roles. However, the process of developing remote employees is a process that requires constant monitoring. The purpose of this paper is to identify the best practices being used by companies to keep remote employees engaged while simultaneously avoiding burnout

On Virtual Displacement and Virtual Work in Lagrangian Dynamics

The confusion and ambiguity encountered by students, in understanding virtual displacement and virtual work, is discussed in this article. A definition of virtual displacement is presented that allows one to express them explicitly for holonomic (velocity independent), non-holonomic (velocity dependent), scleronomous (time independent) and rheonomous (time dependent) constraints. It is observed that for holonomic, scleronomous constraints, the virtual displacements are the displacements allowed by the constraints. However, this is not so for a general class of constraints. For simple physical systems, it is shown that, the work done by the constraint forces on virtual displacements is zero. This motivates Lagrange's extension of d'Alembert's principle to system of particles in constrained motion. However a similar zero work principle does not hold for the allowed displacements. It is also demonstrated that d'Alembert's principle of zero virtual work is necessary for the solvability of a constrained mechanical problem. We identify this special class of constraints, physically realized and solvable, as {\it the ideal constraints}. The concept of virtual displacement and the principle of zero virtual work by constraint forces are central to both Lagrange's method of undetermined multipliers, and Lagrange's equations in generalized coordinates.Comment: 12 pages, 10 figures. This article is based on an earlier article physics/0410123. It includes new figures, equations and logical conten

A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the Challenges

Virtual communication has become the norm for many organizations (Baltes, Dickson, Sherman, Bauer, & LaGanke, 2002; Bergiel, Bergiel, & Balsmeier, 2008; Hertel, Geister, & Konradt, 2005). As technology has evolved, time and distance barriers have dissolved, allowing for access to experts worldwide. The reality of business today demands the use of virtual communication for at least some work, and many professionals will sit on a virtual team at some point (Dewar, 2006). Although virtual communication offers many advantages, it is not without challenges. This article examines the costs and benefits associated with virtual and face-to-face communication, and identifies strategies to overcome virtual communication\u27s challenges