Remote Work Policies

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Author(s): Anett Hermann (Institute for Gender and Diversity in Organizations, WU Vienna University of Economics and Business, Austria), Marie-Thérèse Claes (Institute for Gender and Diversity in Organizations, WU Vienna University of Economics and Business, Austria)and Maria Clar-Novak (Institute for Gender and Diversity in Organizations, WU Vienna University of Economics and Business, Austria)
Copyright: 2024
Pages: 26
Source title: Effective Human Resources Management in the Multigenerational Workplace
Source Author(s)/Editor(s): Angela M. Even (Purdue University, USA)and Bryan Christiansen (Southern New Hampshire University, USA)
DOI: 10.4018/979-8-3693-2173-7.ch008

Keywords: Business Science Reference / Human Resource Management / Knowledge Management and Library Science / Management Science

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Abstract

Remote work is a well-known concept that experienced an enormous upswing with the COVID-19 pandemic and the associated massive digitization processes as well as the changed attitudes, desires, and motivations of employees for new work concepts and their unwillingness to return to the office. The discussion about the changed work design is diverse and often revolves around the topics of trust and control. Affected are changing leadership concepts, effects on teamwork, engagement of the employees, and organizational culture, as well as issues such as greater participation and inclusion of diverse workers and new human resource policies. The authors will explore the question of how remote work policies must be designed to do justice to the principles of personnel and organizational policy. Based on our study, they demonstrate that remote work brings many advantages to the organization on an individual, team, and organizational level. However, they identified the “dark side” of remote work, especially for women with care responsibilities, as a negative impact on their professional activities.

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