Abstract
This study used a prospective design to examine the effects of telework satisfaction (time 1) on subjective wellbeing and self-reported performance (time 2) during the COVID-19 lockdown. Data were collected from 111 teleworkers through an online survey the first weeks of strict lockdown in Spain. Telework satisfaction showed positive direct effects on both subjective wellbeing and self-reported performance. Further, subjective wellbeing partially mediated the relationship between telework satisfaction and self-reported performance. Interestingly, employees with children felt less telework satisfaction but higher subjective wellbeing. The novelty of this study is that we evaluate the level of satisfaction with telework using a specific set of items that assess the employees’ contentment with diverse telework facets. Given the spreading of telework and the increasing competitiveness of organizations, we discuss practical implications in times of crisis, both present and future.
Highlights
At the beginning of 2020 it was hard to imagine that a drastic change in our lives was about to come through a worldwide public health crisis due to a virus (COVID-19)
The results showed that telework satisfaction was positively associated with subjective wellbeing supporting H1; and subjective wellbeing was positively associated with performance supporting H3
The total effect of telework satisfaction on performance was significant and, after entering subjective wellbeing to the model, the beta weight associated with telework satisfaction decreased but remained significant
Summary
At the beginning of 2020 it was hard to imagine that a drastic change in our lives was about to come through a worldwide public health crisis due to a virus (COVID-19). The Spanish Government declared the state of alert and a 14 days’ nationwide lockdown on March 16th, which was extended four times and ended on the 2 0th of June 2020. Telework was adopted in organizations as a temporary working measure to ensure the continuity of private businesses and public administration services (Amankwah-Amoah et al, 2020; Anker, 2021; Belzunegui-Eraso & Erro-Garcés, 2020; Bhumika, 2020; Palumbo, 2020; Tavares et al, 2020). Employees teleworking during lockdown were facing two big challenges. The second challenge was to rapidly adjust to a new work environment and work demands in a matter of days (in Spain, from a Friday at work to Monday with telework) without any preparation, planning or training time, sourcing from the IT equipment available at home, struggling between work and family demands, and trying to maintain high work performance
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