Work from home: balancing flexibility, productivity concerns, and the transition to output measurement

The Athirah Islamic School Foundation in Makassar is one of the institutions owned by Kalla Group that implement Work From Home (WFH) due to the Covid-19 Pandemic. Different from working from the office, the nature of work from home cause the imbalance between work and personal life (work-life balance) and also leads to an impact on employee performance. This study aims to prove the effectiveness of work from home on employee performance through the work-life balance of employees of the Athirah Islamic School Foundation in Makassar. This study was conducted in path analysis, where 75 employees taken as samples from 297 populations at the Athirah Islamic School Foundation in Makassar. The sampling technique used the proportionate stratified random sampling method. The data were collected by using interviews and questionnaires and then analyzed by using SPSS 20 version. This research shows that work from home has a positive and significant effect on employee performance. Work from home has a positive and significant effect on work-life balance. Work-life balance has a positive and significant effect on employee performance. Meanwhile, work from home has a positive and significant effect on employee performance through the work-life balance.

The idea of remote work, or working from home, has been increasingly popular in recent years. During the COVID-19 pandemic, remote work has undoubtedly emerged as one of the most widely utilized strategies to reduce unemployment, maintain societal functions, and protect the public from the virus. Nevertheless, the effects of working from home on employee productivity and performance remain unclear, existing research on this topic is scattered and varies across different contexts. Thus, the aim of this study is to conduct a systematic review of the effects of Work from Home on employee productivity and performance. This study mainly focuses on the how employees were generating output by working remotely and how it can affect their performance and productivity and effect on their personal life.

The relationship between remote working and employee performance has been explored by various previous studies. However, the outcomes of these studies have been contradictory. While some studies have found that remote working has no association with employee performance, others have established that remote working and employee performance are either positively or negatively associated with employee performance. This inconsistency in the outcome of prior studies, attracted our interest to test whether or not, remote working and employee performance are associated. Additionally, we were interested to understand whether or not, age (described in form of generations) has a moderating role in the relationship between employee performance and remote working. To realize our objectives, this study employed role-based measurement of employee performance which introduces five roles that an employee can undertake in a company or organization, and these include job holder, career seeker, innovator, team member, and organization member. By incorporating social exchange theory with lifespan theories particularly focusing on future perspectives, we suggest that age has a moderating impact on the relationship between remote working and employee performance such that younger generations employees are positively associated with remote work and have high job performance while working remotely, and older generation employees are negatively associated with remote working such that they have low job performance while working remotely. Using data gathered from 285 respondents in Lebanon (who are employees working in diverse industries and organizations) and analyzed using multiple regression analysis. The analysis outcome shows that remote working positively associate with employee performance in all the roles that an employee can hold. However, the analysis also revealed that age (or generation) does not have a moderating role in the relationship between remote working and employee performance, but age associates with remote working such that younger generations positively associate with remote working while older generation employees negatively associate with remote working. The association between age and remote working concerns predilection to remote working and not performance. The outcome of this study suggests that, in deploying roles and tasks to employees especially in a remote working arrangement, managers should take great consideration that employees in regard to their generations or age are different, special, and unique in their own ways as well as in different roles.

The sudden shift from a traditional work system to a remote work system / Work From Home (WFH) due to the COVID-19 pandemic raises questions about how this condition affects employee productivity and performance achievement. This study aims to analyze the impact of Work From Home (WFH) implementation on employee performance at the Regional Office of the Directorate General of Taxes East Java III during the 2019–2020 period. This study focuses on comparing Employee Performance Achievement (EPA / CKP) before and during WFH to understand whether this policy has a significant impact on employee performance. Employee performance in this study is measured based on annual CKP, which includes assessments from direct supervisors and the achievement of Key Performance Indicators (KPI / IKU). The analysis was conducted using regression methods in the SMART PLS software, with independent variables including gender, age range, job cluster, and office location. The study results indicate a decline in the average CKP during WFH, although the degree of decline varies. Employees whose jobs require direct interaction with taxpayers (TP / WP) experienced a more significant impact than those who do not interact directly. From a demographic perspective, female employees demonstrated better performance resilience than male employees, while younger employees adapted more easily to remote work patterns than senior employees. Conversely, office location did not have a significant influence on changes in employee performance due to the relatively equal technological infrastructure across the research area. This study concludes that WFH implementation has varying impacts on employee performance at Regional Office of the Directorate General of Taxes East Java III. In general, there was a decline in the average CKP during WFH, indicating challenges in adjusting to remote work patterns. However, some employees managed to adapt to this work system and even showed improved performance. The study results also indicate that the examined variables have not fully captured the factors influencing employee performance comprehensively, suggesting the need for further research to explore other variables contributing to changes in employee performance during WFH.

Almost all companies in the world have implemented the work from home (WFH) system in the last two years with the aim of limiting community activities in suppressing the spread of Covid-19. Interestingly, both companies and employees also feel benefited from this system, one of which for employees is that they can arrange work places and positions so that they can increase work motivation, for companies they can reduce company costs such as office rental costs. This study aims to analyze the effect of work from home on work motivation, job satisfaction and employee performance, the effect of job satisfaction on employee performance, the effect of work motivation on employee performance, and to create scenarios for managing employee performance. The study was conducted in October 2021 on 86 respondents who work at PT XYZ Jakarta, Surabaya and Medan branches. They were selected by volunteer sampling with the criteria of employees who have worked for at least one year with the level of position as supervisor and staff who have been assigned to work from home. Data were collected by distributing online questionnaires, then analyzed using descriptive analysis and SEM-PLS with the SmartPLS application and TAIDA analysis to determine managerial implications. The results showed that Work from Home had a direct and positive significant effect on Work Motivation and Job Satisfaction but not significant on Employee Performance, Job Satisfaction had a direct and positive effect on Employee Performance, and Work Motivation had no direct effect on Employee Performance. The form of managerial implications that can be carried out for managing employee performance is by using a hybrid work system, namely employees can work with a mixed system between work from home and work in the office. Keywords: job satisfaction, employee performance, work motivation, work from home.

Background: Remote working has revolutionized organizational cybersecurity paradigms with workers operating outside the physical security perimeter. While technology continues to evolve, the weakest link in cybersecurity systems continues to be the human factor. Personality differences among individuals can specifically predict cybersecurity compliance behavior in different workplaces; this area of convergence has not yet been explored from a theoretical perspective.Objective: The current paper introduces theory-based full-scale research investigating how the prediction of cybersecurity behavior compliance can be achieved through Big Five personality traits, specifically highlighting the search for differences between remote and in-house workers to determine environment-specific strengths and vulnerabilities.Theoretical Framework: We outline a comprehensive Person-Environment-Cybersecurity (PEC) model that synthesizes the theories of personality psychology and cybersecurity compliance theory. The model posits that personality will have differential relationships with cybersecurity behaviors with varying characteristics of the work environment, where conscientiousness assumes a more prominent role in remote work environments, neuroticism increases exposures in distributed work environments, and agreeableness enables compliance through social mechanisms that are more salient in traditional office environments.Implications: The present theoretical framework promises a basis for the creation of differentiated cybersecurity training strategies, security interventions based on personality, and evidence-based best practices for remote work security policies. The model has testable hypotheses, which can be pursued in future empirical research, and practical uses for organizations looking to maximize human factors in cybersecurity.Conclusions: Examining cybersecurity compliance in personality-environment interactions is an important theoretical advance towards addressing security concerns in more distributed work settings. The conceptual model encourages a paradigm shift from one-size-fits-all solutions to context-sensitive, customized security practice.Keywords: cybersecurity compliance, personality traits, remote work, Big Five, theoretical framework, human factors, organizational security

The balance between work and personal life is increasingly recognized as a critical aspect of employee well-being, particularly in the demanding environment of corporate sectors. This review explores the impact of various work environment factors—specifically, workplace relationships, remote working culture, work autonomy, and organizational culture—on work-life balance among corporate employees in the Delhi NCR region. By synthesizing existing literature and case studies, the review identifies key challenges and opportunities for improving work-life balance through targeted organizational practices. The findings suggest that while remote working offers flexibility, it also blurs boundaries between work and life, necessitating the need for well-defined policies. Similarly, supportive workplace relationships and organizational cultures are essential in fostering a balanced work-life environment. The review concludes with recommendations for corporate leaders to enhance employee well-being through strategic work environment modifications.

Purpose This study investigates the interrelationships among perceived organizational support, meaningful work, remote working and work–life balance, with particular emphasis on the mediating roles of meaningful work and remote working. Drawing on social exchange theory, we propose that when employees perceive strong organizational support, they are more likely to experience their work as meaningful and benefit from flexible work arrangements, which in turn contribute to improved work–life balance. Design/methodology/approach Survey data were collected from 317 employees across various sectors in South Korea and analyzed using structural equation modeling to test the proposed hypotheses and assess the relationships among the key constructs. Findings The findings revealed that perceived organizational support has a significant positive effect on employees’ experiences of meaningful work, remote working and work–life balance. Furthermore, both meaningful work and remote working directly enhance employees’ ability to manage their professional and personal lives and serve as mediators in the relationship between organizational support and work–life balance. Originality/value These findings provide empirical support for a novel conceptual model in which meaningful work and remote working act as key mechanisms through which organizational support exerts its influence. The study highlights the importance of employees’ subjective experiences in shaping work–life outcomes, particularly in the evolving context of flexible work environments. The implications underscore the need for organizations to foster supportive climates that promote both purposeful engagement and autonomy, ultimately enhancing employee well-being and performance.

This study aims to empirically examine the effect of work from home and work discipline on employee performance through work-life balances during the COVID-19 pandemic. The population of this study was all employees of the Bondowoso Regency BPKAD. Collecting data using a questionnaire. The results showed an effect of work from home on employee performance. There is an influence of work discipline on employee performance. There is an effect of work from home on work-life balance. There is a disciplinary effect on work-life balance. There is an effect of work-life balance on employee performance. There is an effect of work from home and work discipline on employee performance through work-life balance. Keywords: Work from Home, Work discipline, Employee Performance, Work-Life Balance, COVID-19 pandemic.

The purpose of this study was to analyze the effects Work from Home (WFH) and Flexible Working Arrangement (FWA), with Work Motivation (MOT) moderation, on Employee Performance (EP). The research is quantitative research. The type of research used based on the research objective is explanatory research. The data analysis technique in this study used Partial Least Square (PLS). This study uses the two-factor theory of Frederick Herzberg. The results obtained that Work from Home has a positive and significant effect on Employee Performance. Work from Home has a positive and significant effect on Work Motivation. Flexible Working Arrangement has a positive and significant effect on Work Motivation. Flexible Working Arrangement has a positive and significant effect on Employee Performance. Work Motivation has a positive and significant effect on Employee Performance. Work from Home, with Work Motivation intervention, does not have a positive and significant effect on Employee Performance. Meanwhile, Flexible Working Arrangement with Work Motivation intervention, also does not have a positive and significant effect on Employee Performance. Flexible working arrangements can be selected by employees based on different work schedules to meet personal or family needs. Companies can adjust work as the new normal for employees who are still working from home to return to full-time work on a hybrid basis. It is important for companies to understand and develop work from home and flexible working arrangements to encourage productive behavior and prevent unproductive behavior considering the role of work motivation in influencing performance.

The WFH system has been proven to really help employees' work during the Covid-19 pandemic. However, even though the pandemic is over, the WFH system is still being implemented in many companies in Indonesia and even in companies abroad. Therefore, this research aims to determine the factors that influence employee productivity, the relationship between WFH factors and employee productivity, and the impact that the WFH system has on employee productivity in the post-Covid-19 pandemic. This research is quantitative research using a questionnaire distribution method. The population in this study were company employees in Bandung City. This research uses data analysis methods with the help of the IBM SPSS Statistics software application in its process. From the research results that have been obtained, it can be concluded that WFH / Work From Home has an effect on employee performance. The freedom of working time provided by WFH can increase freedom and balance between personal and professional life. Without having to travel to the office, employees can save time and energy, reduce stress, and focus on work tasks. Technology solutions that support virtual communications are critical to bridging this gap. Management's role is also key, with the need for clear guidance, support and effective performance monitoring. The Work From Home (WFH) system has a complex impact on employee performance, such as social interaction and team collaboration can also hinder, affecting innovation and the effectiveness of working together.

This study explores the relationship between remote work, employee productivity, and work-life balance, with a specific focus on the mediating role of work-life balance. Given the rise of remote work in various sectors, particularly in the IT industry, it becomes crucial to understand how remote work influences employee productivity and how work-life balance may play a central role in this relationship. A quantitative, cross-sectional design was used, surveying 110 IT professionals from Kathmandu Valley, Nepal. A pre-tested Likert scale questionnaire collected data, measuring variables such as work-life balance, employee productivity, and remote work. Descriptive analysis revealed that most respondents worked remotely (42.7%) or in a hybrid setup (37.3%). While the mean score for work-life balance (3.45) suggested a generally positive perception of remote work's role in balancing personal and professional lives, challenges like difficulty disconnecting and burnout were noted. Employee productivity ratings highlighted that work-life balance positively impacted productivity (mean = 3.83). The remote work factor demonstrated moderate satisfaction with tools, communication, and goal clarity but indicated areas for improvement, especially in technical support (mean for remote work = 3.55). Correlation analysis showed strong positive relationships between work-life balance, remote work, and employee productivity (p < 0.01). The study concludes that work-life balance acts as a key mediator between remote work and productivity, underscoring its importance in fostering an efficient remote working environment. Though employees report a generally positive view of remote work’s ability to provide flexibility, issues with communication and technical support may hinder overall productivity. Thus, improving these areas could maximize remote work's benefits.

The shift to remote work, accelerated by the COVID-19 pandemic, has significantly influenced employee engagement, motivation, and performance. This study examines the impact of remote, hybrid, and office-based work environments within Romanian corporations, analyzing how these settings affect employee commitment and productivity. Using a mixed-methods approach, data was collected through validated survey instruments (Q12, MWMS, and IWPQ) from professionals in Eastern Romania. Findings indicate that while remote work enhances flexibility and work-life balance, it also presents challenges such as reduced social interaction and potential engagement decline over time. Key organizational factors such as leadership, workplace culture, and communication strategies play a crucial role in maintaining motivation and productivity in remote settings. The study highlights the need for structured remote work policies, virtual team-building initiatives, and a strong digital workplace culture. These insights contribute to the broader discourse on remote work, offering valuable recommendations for organizations seeking to optimize employee well-being and performance. Future research should explore the long-term sustainability of remote work models and their evolving impact on organizational success.

The COVID-19 pandemic has significantly reshaped work dynamics, pushing remote work to the forefront. This study explores the impact of transformational leadership on employee performance in remote working environments. Conducted among 231 respondents from various sectors in Bosnia and Herzegovina, the research investigates how leadership styles affect employee performance in a post-pandemic period. The findings highlight that transformational leadership significantly enhances employee performance across all dimensions. Remote working benefits, however, show negligible impact on performance, while remote working disadvantages and job autonomy have medium to large effects. These results underline the importance of effective leadership and autonomy in optimizing employee performance in remote work settings. These insights highlight the need for organizations to adapt their leadership strategies to the evolving digital work environment, ensuring that remote work remains a viable and productive option for the future. Research provides valuable guidance for businesses aiming to navigate the new normal successfully, emphasizing the crucial role of transformational leadership in the digital age.

This article explores the effects of remote working on employee performance and organizational productivity. After the COVID-19 pandemic, some organizations integrated remote working into their organizational structures, systems, and processes, making the practices an integral part of service delivery. Uganda had one of the longest COVID-19 closures, and this stimulated the adoption of remote working in various organizations across sectors. Despite the adoption of remoting working in Uganda, there is limited understanding of its impact on employees’ performance and overall organizational productivity. The purpose of this study was to establish the state of remote working in Uganda, establish policy and regulatory gaps, and examine the impact of remote working practices on employee performance and overall organizational productivity. A mixed methods of data collection and analysis was used. Primary data was mainly collected using Survey Questionnaires (SQ) and Key Informant Interviews (KII), while secondary data was collected through an explorative Desk Review. A total of 314 employees responded to the study, of which 47.1% (148) were Female and 52.9% (166) Male. A significant number of respondents, 37.9% (119 individuals), were from the Trade and Business sector, followed by 26.4% (83) from Tourism, 24.8% (78) from ICT, and 12.1% from Education. The results showed that the majority of employees, 82.2% (258), across all sectors have experienced the shift to remote work due to COVID-19, of which over 60% indicated working remotely at least 1-3 days a week. The Information Communication Technology (ICT) leads in transition to remote work, with 29 out of 84 respondents indicating a complete transition to remote work. This is followed by Education and Finance with (12/84) and (5/84) indicating a complete shift. The main reasons for organizations to shift to remote work arrangements include COVID-19 (47.2%), Employee desire (42.5%), and cost savings (36.2%). The majority of employees (82.4%) indicated that remote work is effective in improving their productivity. The main tools used are video conferencing platforms (85.6%), collaboration technologies (49.4%), and cloud storage (48.7%). The majority of respondents (77.1%) were not aware of remote working policies in their organization, and over 65% of employees were satisfied with the remote work arrangement, with more females (41%) highlighting greater satisfaction. Generally, employees struggle with work-life balance due to remote work, given the blurred boundaries between office and private time. Only a significant number of employees in the private sector reported having achieved a work-life balance as a result of remote work, where 75/210 of the respondents. The majority of respondents from the private sector indicated that remote work has improved organizational productivity. Generally, organizations need to define clear policies and guidelines for remote work to promote work-life balance to minimize employee burnout, and address mental health challenges.