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Teleworking and sustainable behaviour in the context of COVID-19: the case of Lithuania

Čiarnienė Ramunė, Vienažindienė Milita, Adamonienė Rūta

Engineering Management in Production and Services

2023

Vol. 15, no. 1

1--11

COVID-19 played a significant role in the spread of telework worldwide, changing people’s lives and behaviour. The paper aims to identify how teleworking affected the sustainable behaviour of employees during the COVID-19 pandemic. The research design applies a multi-method approach, combining systematic and comparative scientific literature analysis and a semi-structured interview. The authors of the paper present the theoretical conceptual model, which illustrates links between teleworking during the COVID-19 pandemic and the sustainable behaviour of employees. The results of empirical research revealed that teleworking during the COVID-19 pandemic changed employee behaviour in economic, environmental and social dimensions. Positive changes were identified due to reduced commuting and shopping; decreased costs for transport, food, clothing, and beauty services; better access to healthy and nutritious food; better opportunities for professional development. On the contrary, costs for home energy and household waste increased. Adverse effects on employees’ physical and mental health have been identified due to teleworking and COVID-19. Despite the identified negative effects, employees would like to continue teleworking even after the pandemic.

Linking the employee voice to a more sustainable organisation: the case of Lithuania

Čiarnienė Ramunė, Vienažindienė Milita, Adamonienė Rūta

Engineering Management in Production and Services

2021

Vol. 13, no. 2

18--28

During the past years, sustainability has become an idea of organisational development. There is a growing trend to focus more not only on yield and economic profit but also on the care for the environment and contribution to the social balance, simultaneously delivering economic, social, and environmental benefits. This paper aims to determine how employee voice can lead to a more sustainable organisation by examining the gap between employee preferences and the current situation. The quantitative method in the form of a survey was used to examine the role of employee voice in the journey towards a more sustainable organisation across different sociodemographic characteristics. Four-hundred-and-twelve complete responses from Lithuanian employees representing different business and public sector organisations were used for analysis. The results of empirical research revealed a significant gap between the employee voice (importance of sustainable behaviour) regarding economic, social and environmental issues and the manifested corresponding sustainable behaviour. The largest interval in values of the employee voice and the current situation was determined in the groups of sustainable environmental behaviour and sustainable economic behaviour.

Sustainable behaviour: evidence from Lithuania

Čiarnienė Ramunė, Vienažindienė Milita, Adamonienė Rūta

Engineering Management in Production and Services

2020

Vol. 12, no. 1

80--92

There is an increasing focus on bridging human behaviour and attitudes towards sustainability. This article focuses on the factors that influence sustainable behaviour of working people. Based on a systematic and comparative analysis of scientific literature, the authors of the paper present the theoretical conceptual model, which illustrates sustainable behaviour. The aim of the empirical research is to examine how employees relate to sustainable behaviour across generations, genders and different modes of education through economic, environmental and social domains. A quantitative method in the form of a survey was selected to capture individual employee attitudes and actions regarding sustainable behaviour. A total of 412 complete responses from Lithuanian employees were used for data analysis. The results of empirical research revealed a significant relationship between gender, generation and education, and sustainable employee behaviour.