Exploring Indian working mothers' transition to involuntary telecommuting

Abstract

PurposeDuring the COVID-19 pandemic, many working mothers in India adopted involuntary telecommuting work option for the first time. However, no research explored their adjustments and experiences in the new work setting. This paper aims to gain an in-depth understanding of Indian working mothers' lived experience of involuntary telecommuting.Design/methodology/approachA phenomenological research design was adopted. The authors conducted 14 in-depth, semi-structured telephonic and online interviews. Data were analyzed using Interpretative Phenomenological Analysis framework.FindingsThe data analysis yielded two interconnected superordinate themes in this research: (1) characteristics of involuntary telecommuting and (2) the impact of involuntary telecommuting. Under the first theme, four sub-themes emerged: long working hours, increased family demands, reduced interaction with coworkers and technology-enabled communication with supervisors. The second theme comprised five sub-themes: time-based work interference with family, time-based family interference with work, strain-based family interference with work, absence of emotional and professional support and performance management concerns. Involuntary telecommuting mothers faced challenges due to lack of control over their daily work schedule and demands, along with an increased burden of unpaid household work, leading to difficulties in managing their work schedule and negotiating their professional role identity within the family. These findings emphasize that working mothers who participated in involuntary telecommuting encountered bidirectional time-based conflicts and unidirectional strain-based conflict.Research limitations/implicationsThe study examines a particular subset of women telecommuters who were working mothers with young children. These potential limitations are to be addressed in future research.Practical implicationsThe findings suggest that managers should develop HR policies and telecommuting ecosystems in order to enhance effectiveness of telecommuting. Specifically, organizations offering telecommuting work options should create opportunities for informal interaction among peers and formal one-to-one interaction with managers. Moreover, HR managers should develop and implement employee-friendly telecommuting policies.Social implicationsThe research contributes to HRM and gender literature.Originality/valueThe paper contributes to the discourses of work-life balance, workplace relationships and work policies within telecommuting literature.