Can I Get Back Later or Turn It Off? Day-Level Effect of Remote Communication Autonomy on Sustainable Proactivity

Yujing Liu,Yuan Li,Jing Du,Jin Nam Choi

doi:10.3390/su14031856

Abstract

Overwhelming remote communication episodes have become critical daily work demands for employees. On the basis of affective event theory, this study explores the effect of daily remote communication autonomy on positive affect and proactive work behaviors. We conducted a multilevel path analysis using a general survey, followed by experience sampling methodology, with a sample of 80 employees in China who completed surveys thrice daily over a two-week period. The results showed that daily remote communication autonomy increased positive affective reactions, which, in turn, enhanced proactive work behaviors on the same workday. Furthermore, positive day-level relationships leading to employee proactivity were only significant when the employees’ person-level general techno-workload was not high. The findings provide a new perspective for managing employees working under continuous techno-workload and demands for remote interactions.

Highlights

Day-Level Effect of RemoteThe COVID-19 pandemic propelled billions of conversations that would otherwise have taken place face-to-face into remote meetings
Combined with the theoretical proposition that remote communication autonomy is related to increased positive affect, we further argue that remote communication autonomy may exert an indirect effect on proactive work behaviors through positive affect
By using experience sampling methodology (ESM) involving thrice daily reports of 80 employees over a two-week period, this study demonstrated that employees’ autonomy in daily remote communication episodes provides vital affective resources that further motivate proactive work behaviors during a given workday

Summary

Introduction

Day-Level Effect of RemoteThe COVID-19 pandemic propelled billions of conversations that would otherwise have taken place face-to-face into remote meetings. Despite its positive potential that facilitates widespread and rapid information sharing and communications between employees at any time [2], the communication demands from ICT are continually increasing and oftentimes overwhelming for employees, thereby generating techno-stress and burnout [3]. Remote communication autonomy refers to the extent to which employees believe they can control the scheduling, sequencing, and conduct of their work-related remote communication [6]. Employees with such autonomy can determine when they attend and reply to remote messages and which remote communication episodes they should process first.

Methods

Results

Conclusion