New Jersey's Growing Remote Workforce and the Skill Requirements of Employers

Highlights factors driving the rise in remote work jobs, the ways remote work is affecting the workplace, and the skills workers need to be effective in remote work environments

Where’s the Remote? Face Time, Remote Work, and Implications for Performance Management

[Excerpt] Yahoo CEO Marissa Mayer’s ban on telecommuting and the subsequent uproar over that decision highlights the need for a deeper understanding of the impact of remote work. Although it would prove comforting to assert that the peer-reviewed findings of the social and managerial sciences are in accord as to the benefits of telework in the face of the discord among organizational leaders, the reality is that little such agreement exists. Consequently, the proponents of remote work in management and HR are given little support in defense of such potentially large-scale initiatives or interventions. To that end, what follows is a discussion of the relative merits of remote work, as compared to the traditional conception of work, and an exploration of the practical implications for HR practitioners in performance management and employee evaluation

Zooming in on Remote Work

How we do our work has been shifting for decades as new technologies have made remote working not only possible, but also desirable from productivity, lifestyle and environmental perspectives. Such technologies have been crucial to keeping many businesses and employees going during the enforced isolation of the coronavirus pandemic. The advantages and pitfalls of remote work are discussed

Should Cities Offer Remote Work?

In December 2019, the SARS-CoV-2 virus was discovered in Wuhan, China. This highly contagious virus soon spread rapidly throughout the world and brought many countries and cities to a standstill through lockdowns, travel bans, and fear of illness and death. Many employers abandoned in-person work to prevent the spread of what became known as COVID-19, or COVID. Plans were made instead for employees to work from home as employers created modified work environments and moved meetings to online platforms. In 2022, once the virus was considered to be under control and fear began to subside, employers began to reopen for business and demanded employees return to in-person work. However, the known workplace had been changed forever as it had been proven that employees could successfully work remotely, meaning the flexible and modified workplaces became not only the norm, but the preference, for many employees. This paper will outline the pros and cons for remote workers, and why cities should consider a remote workplace

Exploring Remote Work in Nebraska

Nebraska ranks 37th in the country for the rate of persons that report working from home (12%), according to data from the U.S. Census Bureau’s American Community Survey for 2021. Nebraska’s low rate of those that work from home, compared to other states, is likely a function of the work most people do in Nebraska. In Nebraska, more people work in low wage compared to high wage jobs, according to previous research from UNO CPAR. Low wage jobs, in 2021, are defined as below the median income for all workers, or approximately $41,500. “Low wage” jobs are more likely to require in-person work instead of allowing for remote work. Examples of these occupations include manufacturing, agriculture, retail, and food preparation. However, recent research demonstrates that the question used by the Census Bureau to gauge work from home status may underestimate because it fails to capture those that adopt a hybrid approach to work, including both time at a work location and time at home. Thus, it is likely that more people work remotely in Nebraska than is captured by this question. However, Nebraska’s rank among the states at 37 is likely accurate, since the underestimate would likely be true in other states as well. In response to questions about remote workers in Nebraska that work in another state, we can examine data from the same source that explores where someone reports living compared to where they report working

Identification of cognitive factors related to remote work performance using closed circuit TV displays

Operator perceptual cognitive styles as predictors of remote task performance were identified. Remote tasks which require the use of servo controlled master/slave manipulators and closed circuit television for teleoperator repair and maintenance of nuclear fuel recycling systems are examined. A useful procedure for identifying such perceptual styles is described

Working remotely during the COVID-19 pandemic: Work-related psychosocial factors, work satisfaction, and job performance among Russian employees

Background. The spread of COVID-19 has forced organizations to quickly offer remote work arrangements to employees. Objective. The study focuses on remote work during the first wave of the pandemic and describes how russian employees experienced remote work. The research has three main objectives: (1) to investigate the influence of gender and age on employees' perceptions of remote work; (2) to investigate the relationship between remote work and psychosocial variables, such as remote work stress, remote work engagement, and family-work conflict; (3) to examine whether and how much such psychosocial factors are related to remote work satisfaction and job performance. These objectives were the basis for developing six hypotheses. Design. a cross-sectional study involved 313 russian employees. Data were collected using an online survey distributed in april and May 2020. The hypotheses were tested using ANOVA, correlations, and multiple linear regression analyses. Results. Women experienced more stress and more engagement when working remotely; older employees perceived remote work as a less positive experience; opinions about remote work and remote work engagement were positively related to remote work satisfaction; Leader-Member Exchange (LMX) was a significant predictor of job performance. Conclusion. During the lockdown, remote work was perceived as a positive experience. We discuss some practical implications for organizations and managers

Eriarvoistava etätyö [Remote work and inequalities]

Non peer reviewe

Factors Explaining Remote Work Adoption in the United States

The Rural Online Initiative program at Utah State University Extension supported this quantitative study investigating the factors explaining the process of remote work adoption by organizations in the U.S. Given the potential for remote work with respect to technological advances, shifts in traditional work arrangements, and its impact on organizational/operational efficiency, there was a need to investigate how organizational characteristics and leaders’ perceptions of remote work relate to its adoption. This study was guided by Rogers’ theory of diffusion of innovations where research objectives were to (1) determine where organizations range in the innovation-decision process of remote work adoption, (2) categorize organizations’ level of innovativeness with respect to remote work adoption over time, (3) describe how organizational characteristics relate to remote work adoption, (4) describe how the attributes of remote work relate to the likelihood of remote work adoption among organizations, and (5) describe the extent to which organizations have implemented remote work in response to COVID-19 and their favorability towards the practice. This study followed a non-experimental design with a correlational analysis, collecting cross sectional data from a sample of 1,259 organizational leaders recruited through the use of opt-in panels. Data collection was facilitated by an online survey instrument using Qualtrics software, and principles of the Tailored Design Method were used to substantiate construct and face validity. Results showed that the practice of remote work has been implemented by most organizations in the U.S. Findings indicated organizational leaders perceived the practice of remote work positively and international organizations were twice as likely to adopt remote work compared to those operating only domestically. Results also demonstrated how remote work has become a widespread workplace practice that is becoming increasingly standard across organizations in the U.S. Leaders can use the results to develop formal remote work arrangements in their organizations and should consider training existing employees and leaders in the best practices of remote work operations. Findings from this study also provide the Cooperative Extension System with insights into how it should respond to the widespread adoption of remote work with relevant, research-based educational programming in their local communities