Public sector adaptation to remote working during the Sars-Cov-2 pandemic. Analysis and evaluation of the determinants and effectiveness of action

• Autorzy: Bielińska-Dusza Edyta , Dyśko Agnieszka , Stępnik Agnieszka

Identyfikatory

DOI

10.29119/1641-3466.2024.192.1

• Języki publikacji: EN

Abstrakty

EN

Purpose: The purpose of the study is to analyze and evaluate the remote work of public sector employees during the SARS-CoV-2 pandemic, taking into account the evaluation of the efficiency of the tasks performed, taking into account the type of position held, the experience of the employees, technical and organizational aspects, the inconvenience of the work and the level of digital competence. Design/methodology/approach: Providing remote work is becoming increasingly common, especially in the context of the Sars-CoV2 pandemic. Both employees and employers recognize the benefits of a flexible work model, as well as several limitations and challenges. The findings of past research on remote work and the study's results indicate the relevance of this research area. This is particularly important concerning the public sector, which is not the subject of as much interest as the private sector. The problem of remote work is a complex and multidimensional phenomenon, hence the need for research using various research methods and techniques. Therefore, our research is based on a mixed approach. They took advantage of the literature analysis and legal regulations on remote work in the public sector and applied a diagnostic survey using a survey questionnaire. In turn, statistical methods such as the chi-square test, p-value, and Pearson's coefficient were used for analysis. Findings: The results of our study showed that the evaluation of the effectiveness of remote work by public sector employees varies. In addition, of the seven hypotheses posed, three were positively verified: (1) the effectiveness of remote work depends on organizational conditions; (2) the effectiveness of remote work depends on the support of supervisors; (3) The effectiveness of remote work is related to perceptions of changes in the quality of services during the e pandemic. The results also suggest the need to develop management training programs that consider the role of support and communication with employees in the context of remote work. Research limitations/implications: The study provided valuable information on evaluating remote work in the public sector during the COVID-19 pandemic. However, the study has some limitations. On the one hand, confirmation of three of the seven hypotheses indicates the existence of relationships between the variables studied, but at the same time, highlights the need for further research. The analysis focuses on the public sector, which may not be entirely representative of other sectors, and the focus on employee perceptions may affect the subjectivity of the results obtained. Practical implications: The study's results highlight several critical recommendations for organizations in the public sector. First, there is a need to develop training programs that focus on support and communication in the context of remote work to ensure higher efficiency. Second, there is a need to implement a communication strategy to ensure that information flows effectively when working remotely. In addition, organizations should regularly monitor and analyze employee satisfaction and performance to identify areas for improvement. Finally, analyzing the impact of remote work on the quality of services provided is essential to identify and provide the necessary resources or support in relevant areas. Originality/value: The article addresses the timely and relevant topic of the impact of pandemic on remote work, which represents a research gap. From the literature, the issue has been analyzed in the context of the commercial sector, while limited research exists for the government sector. Our research fills a gap in the literature on remote work in the public sector in the context of the COVID-19 pandemic, providing valuable information on the effectiveness and factors affecting the quality of remote work in this sector.

Słowa kluczowe

EN

remote work; efficiency; work organization; supervisor support; digital skills; work digitization; ICT

PL

praca zdalna; efektywność; organizacja pracy; wsparcie zwierzchników; umiejętności cyfrowe; cyfryzacja pracy; ICT

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2024
• Tom: z. 192
• Strony: 9--31
• Opis fizyczny: Bibliogr. 40 poz.

Twórcy

autor

Bielińska-Dusza Edyta

• Cracow University of Economics, Department of Strategic Analysis

• https://orcid.org/0000-0003-2007-8828

autor

Dyśko Agnieszka

• City of Lodz Office

autor

Stępnik Agnieszka

• City of Lodz Office

Bibliografia

• 1. Abdulrahim, H., Yousif, G. (2023). Remote work implications on productivity of workers in the saudi financial sector. International Journal of Professional Business Review, 8(4). https://doi.org/10.26668/BUSINESSREVIEW/2023.V8I4.1064
• 2. Barriga Medina, H.R., Campoverde Aguirre, R., Coello-Montecel, D., Ochoa Pacheco, P., Paredes-Aguirre, M.I. (2021). The Influence of Work-Family Conflict on Burnout during the COVID-19 Pandemic: The Effect of Teleworking Overload. International Journal of Environmental Research and Public Health 2021, Vol. 18(19), 10302. https://doi.org/10.3390/IJERPH181910302
• 3. Bencsik, A., Horváth-Csikós, G., Juhász, T. (2016). Y and Z Generations at Workplaces. Journal of Competitiveness, 8(3), 90-106. https://doi.org/10.7441/joc.2016.03.06
• 4. Chandrasekar, K. (2011). Influence of Spatial Comfort and Environmental Workplace Ergonomics on Job Satisfaction of Librarians in the Federal and State University Libraries in Southern Nigeria. International Journal of Enterprise Computing and Business Systems., 1(1), 1-19.
• 5. Czerw, J. (2023). Uwarunkowania prawne pracy zdalnej pracowników samorządowych. Studia Prawnoustrojowe, 59, 49-61. https://doi.org/10.31648/sp.8087
• 6. Davis, A. (2011). Telework Productivity and Effectiveness: Factors that Influence Results-Oriented Job Assessments. Business. https://www.semanticscholar.org/paper/Telework-Productivity-and-Effectiveness%3A-Factors-Davis/b3c5dc8a3d31991dbf16fff8f8f67fadef 45e121
• 7. de Vries, H., Tummers, L., Bekkers, V. (2018). The Benefits of Teleworking in the Public Sector: Reality or Rhetoric? Review of Public Personnel Administration, 39(4), 570-593. https://doi.org/10.1177/0734371X18760124
• 8. Deschenes, A.A. (2023). Professional isolation and pandemic teleworkers’ satisfaction and commitment: The role of perceived organizational and supervisor support. European Review of Applied Psychology, 73(2), 100823. https://doi.org/10.1016/J.ERAP. 2022.100823
• 9. Eberhard, B., Podio, K., Alonso, A.P., Radovica, E., Avotina, L.C., Lozano, A.G., Sendon, K., Solé-Pla, J. (2017). Smart work: The transformation of the labour market due to the fourth industrial revolution (I4.0). International Journal of Business and Economic Sciences Applied Research (IJBESAR), 10(3), 47-66.
• 10. Galanti, T., Guidetti, G., Mazzei, E., Zappalá, S., Toscano, F. (2021). Work From Home During the COVID-19 Outbreak: The Impact on Employees’ Remote Work Productivity, Engagement, and Stress. Journal of Occupational and Environmental Medicine, 63(7), E426-E432. https://doi.org/10.1097/JOM.0000000000002236
• 11. Grant, C.A., Wallace, L.M., Spurgeon, P.C. (2013). An exploration of the psychological factors affecting remote e-worker’s job effectiveness, well-being and work-life balance. Employee Relations, 35(5), 527-546. https://doi.org/10.1108/ER-08-2012-0059/FULL/PDF
• 12. Hameduddin, T. (2021). Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment. American Review of Public Administration, 51(7), 526-541. https://journals.sagepub.com/doi/full/10.1177/02750740211010346
• 13. International Labour Office (2020). Defining and measuring remote work, telework, work at home and home-based work Key points.
• 14. Jayawardena, C.D.W., Ahmad, A., Jaharadak, A.A. (2020). Synthesis of digital transformation beyond technology perspective: Digital strategy, leadership & culture. Journal of Critical Reviews, 7(10), 349-357. https://doi.org/10.31838/JCR.07.10.74
• 15. Juchnowicz, M., Kinowska, H. (2022). Komponenty dobrostanu pracowników w warunkach pracy hybrydowej. In: J. Tabor-Błażewicz, H. Rachoń (Eds.), Wyzwania kierowania ludźmi w systemie hybrydowej organizacji pracy (pp. 33-45). SGH Oficyna Wydawnicza.
• 16. Kian, T.S., Yusoff, W.F. (2012). Generation X and Y and their Work Motivation. Proceedings International Conference of Technology Management, Business and Entrepreneurship, 396-408.
• 17. Kodeks pracy, Ustawa z dnia 1 grudnia 2022 r. o zmianie ustawy - Kodeks pracy (2023). https://www.gov.pl/web/rodzina/praca-zdalna
• 18. Komorowska, K. (2022). Młodzi Polacy na rynku pracy.
• 19. Komunikat Komisji Wspólnej Rządu i Samorządu (2020). Komunikat Komisji Wspólnej Rządu i Samorządu Po Dzisiejszym Spotkaniu z @PremierRP @MorawieckiM Ws Ustalenia Optymalnego Trybu Pracy Urzędów Samorządowych w Związku Ze Wzrostem Zachorowań Na COVID. https://twitter.com/szefernaker/status/1322593963698782208
• 20. Koronawirus w Polsce (2021). https://koronawirusunas.pl/
• 21. KoronawirusU, Ustawa z 02.03.2020 r. o szczególnych rozwiązaniach związanych z zapobieganiem, przeciwdziałaniem i zwalczaniem COVID-19, innych chorób zakaźnych oraz wywołanych nimi sytuacji kryzysowych, Dz.U. z 2020 r. poz. 374 (2020). https://isap.sejm.gov.pl/isap.nsf/DocDetails.xsp?id=WDU20200000374
• 22. Kozłowski, M. (2016). Employer branding. Budowanie wizerunku pracodawcy krok po kroku. Wolters Kluwer.
• 23. Král, P., Janoskova, K., Dawson, A. (2022). Virtual Skill Acquisition, Remote Working Tools, and Employee Engagement and Retention on Blockchain-based Metaverse Platforms. Psychosociological Issues in Human Resource Management, 10(1), 92-105.
• 24. Kurdy, D.M., Al-Malkawi, H.-A.N., Rizwan, S. (2023). The impact of remote working on employee productivity during COVID-19 in the UAE: the moderating role of job level. Journal of Business and Socio-Economic Development, 1-14. https://doi.org/10.1108/ JBSED-09-2022-0104
• 25. Leblebici, D. (2012). 38 impact of workplace quality on employee’s productivity: case study of a bank in Turkey. Journal of Business, Economics & Finance, 1(1). http://www.businessperform.com/workplace-training/workplace_environment.html
• 26. Nakrošieně, A., Bučiumeně, I., Goštautaitě, B. (2019). Working from home: characteristics and outcomes of telework. International Journal of Manpower, 40(1), 87-101. https://doi.org/10.1108/IJM-07-2017-0172
• 27. Pawłowski, P. (2020). “Przymusowa” praca zdalna z perspektywy managerów - wyzwania, korzyści i sposoby. https://talentplace.pl/blog/dla-pracodawcow/przymusowa-praca-zdalna-z-perspektywy-managerow-wyzwania-korzysci-i-sposoby/
• 28. Rozporządzenie Rady Ministrów, Rozporządzenie Rady Ministrów z dnia 2 listopada 2020 r. zmieniające rozporządzenie w sprawie ustanowienia określonych ograniczeń, nakazów i zakazów w związku z wystąpieniem stanu epidemii (2020). https://isap.sejm.gov.pl/isap.nsf/DocDetails.xsp?id=WDU20200001931
• 29. Rozporządzenie Rady Ministrów, Rozporządzenie Rady Ministrów z dnia 11 lutego 2021 r. zmieniające rozporządzenie w sprawie ustanowienia określonych ograniczeń, nakazów i zakazów w związku z wystąpieniem stanu epidemii, Dz.U. 2021 poz. 267 (2021). https://isap.sejm.gov.pl/isap.nsf/DocDetails.xsp?id=WDU20210000267
• 30. Salesforce (2020). The Future of Work: New Salesforce Research Reveals How Organizations Should Work in a Pandemic World - Salesforce News. https://public.tableau.com/app/profile/salesforceresearch/viz/GlobalStakeholderSeries202 0/Home
• 31. Sardeshmukh, S.R., Sharma, D., Golden, T.D. (2012). Impact of telework on exhaustion and job engagement: A job demands and job resources model. New Technology, Work and Employment, 27(3), 193-207. https://doi.org/10.1111/J.1468-005X.2012.00284.X
• 32. Segbenya, M., Okorley, E.N.A. (2022). Effect of Teleworking on Working Conditions of Workers: A Post-COVID-19 Lockdown Evaluation. Human Behavior and Emerging Technologies. https://doi.org/10.1155/2022/4562263
• 33. Stefańska, M., Grabowski, G. (2023). Zaangażowanie pracowników a satysfakcja z pracy w warunkach pracy zdalnej. E-Mentor, 98(1), 13-21. https://doi.org/10.15219/EM98.1597
• 34. Szczepański, J., Zamęcki, Ł. (2021). Praca zdalna w administracji publicznej w czasie pandemii COVID-19 Raport. www.inop.edu.pl
• 35. Tabor-Błażewicz, J., Rachoń, H. (2022). Wyzwania kierowania ludźmi w systemie hybrydowej organizacji pracy. SGH Oficyna Wydawnicza.
• 36. Ustawa o zapobieganiu oraz zwalczaniu zakażeń i chorób zakaźnych u ludzi, Ustawa z dnia 5 grudnia 2008 r. o zapobieganiu oraz zwalczaniu zakażeń i chorób zakaźnych u ludzi, Dz.U. 2008, nr 234, poz. 1570 z późn. zm. (2008). https://isap.sejm.gov.pl/isap.nsf/ DocDetails.xsp?id=wdu20082341570
• 37. Wang, W.B., Shieh, C.J., Al-Khafaji, H.M.R., Sevbitov, A., Ismael, A.M., Chetthamrongchai, P., Suksatan, W., Bahrami, P. (2023). Predicting Antecedents of Employee Smart Work Adoption Using SEM-Multilayer Perceptron Approach. Human Behavior and Emerging Technologies, https://doi.org/10.1155/2023/7623801
• 38. Woźniak-Jęchorek, B. (2022). Czynniki determinujące udział pracy zdalnej w całkowitym zatrudnieniu. Studia BAS, 1(69), 29-48.
• 39. Zarządzenie, UMŁ, Zarządzenie nr 6507/VIII/21 Prezydenta Miasta Łodzi z dnia 12 lutego 2021 r. zmieniające zarządzenie w sprawie polecenia pracownikom Urzędu Miasta Łodzi wykonywania pracy zdalnej (2021).
• 40. Zarządzenie w sprawie pracy zdalnej, UMŁ, w sprawie polecenia pracownikom Urzędu Miasta Łodzi wykonywania pracy zdalnej (2020).