REMOTE WORK

While governments, intergovernmental organizations, non-profits, corporations are all aware that disruptions through pandemics and other natural bio-disasters like the COVID-19 pandemic can happen, barely are we proactive about them. Instead, we are always reactive. In a virtual Town Hall meeting of the Academy of Human Resource Development (AHRD) held on 9 April 2020, on the theme ‘How is the pandemic a game-changer for HRD?,’ the President of AHRD, Laura Bierema, challenged HRD scholars to determine the possible futures of HRD scholarship post-COVID-19 Pandemic. This article proposes the use of the Strategic Flexibility Framework (SFF) to determine the possible futures of HRD post-COVID-19 pandemic. I first discuss the SFF as a scenario planning and analysis tool. I then developed four scenarios of possible futures for HRD Research and Practice post-COVID-19 pandemic. These scenarios include the ‘Meaning of work,’ ‘Leadership,’ ‘Contactless Commerce & Education,’ and ‘Volunteerism.’ I conclude by discussing the important opportunities that can serve as intervention points for post-COVID-19 HRD theory, research, and practice.

In the Routledge Companion to Media & Class, edited by Erika Polson, Lynn Schofield Clark & Radhika Gajjala:

This chapter looks critically at the growing phenomenon of “digital nomads,” a new generation of workers who combine online labor and personal motility to maintain a lifestyle of permanent travel, working remotely in cultural and nature hotspots around the world. Although there have always been segments of the labor market whose work requires travel, seasonal migration, or expatriation, digital nomadism represents a novel mode of lifestyle-centric labor migration enabled by developments in technology, infrastructure, and employment models, but also, importantly, represents a new stage in the elevation of global mobility as a status asset. Through an examination of mediated discourses around the growing digital nomad movement, I show how the nomad identity is constructed and sold as an advanced mode of living through liberation from societal constraints. Although they make up a just a fraction of the millennial generation, the rarely-questioned status attached to their lifestyles in mainstream and social media indicates that a recognizable “mobile dream” is emerging based on travel and continuous movement, lack of place-based commitments, convergence of labor and leisure, and eschewing homeownership in favor of drop-in housing. In conclusion, I consider the notion of “location independence” that underlies the digital nomad movement, noting that this concept means taking for granted the privilege to imagine stepping into and experiencing other worlds—worlds that others have labored to produce and maintain.

Nomadi digitali: su iniziativa di alcuni attivisti nasce Plumia, la prima città digitale per fornire servizi ai lavoratori nomadi

https://www.ultimavoce.it/nomadi-digitali-nasce-plumia-prima-citta-lavoratori-remoto/

fonte foto: https://it.freepik.com/vettori-gratuito/lavoro-intelligente-di-affari-di-vettore-piatto-e-lavoro-online-qualsiasi-concetto-di-posto-di-lavoro_13399749.htm

Remote Working: cos'è? Che differenza c'è tra lo smart working, il telelavoro e il lavoro agile? Può abbattere le ineguaglianze?

https://www.ultimavoce.it/remote-working-smart-working-lavoro-agile-telelavoro/

fonte foto:
fonte https://it.freepik.com/foto-gratuito/compiti-a-casa-dal-suo-laptop_7749928.htm

With the ongoing pandemic and technological evolutions, remote work has become the new normal. However, existing employee engagement instruments do not take the remote aspect of work into account. This paper proposes a nine-item instrument for assessing employee engagement in general, and remote worker engagement specifically. The instrument was named EENDEED, for enhanced engagement nurtured by determination, efficacy, and exchange dimensions. It was grounded on three theories: (1) self-determination; (2) self-efficacy; and (3) social exchange. After generating the proposed scale grounded on the literature and theory, data were collected from 626 participants in the United States through an online survey. The dataset was split in two random samples of 405 and 195 cases respectively, after eliminating 26 cases with missing values. An exploratory factor analysis (EFA) on the larger sample helped discover its two-factor structure, namely PERFORMANCE and SELF-RELIANCE. A confirmatory f...

The COVID-19 pandemic, as well as the threat of future pandemics, has transformed the focus of automation technology, compelling many businesses to adapt to remote working to increase productivity. This research aims to evaluate if Covid-19 impacts the automation-related occupations, remote work, or labour productivity in Canada. To determine if the series are cointegrated by indicating a vector error correction model for a long-term relationship, the Johansen Cointegration test, VECM (vector error correction model), and Granger causality test were employed in this work. The causality test results show that labour productivity has a positive causal relationship with Covid-19 while automation has a negative causal relationship with Covid-19. Individually, Covid-19 has a positive causal relationship with labour productivity and remote working. Covid-19, automation-related professions, remote working, and labour productivity are all linked in the short and long-run, according to the Johansen cointegration, vector autoregression, and vector error correction models. Granger causality demonstrates that Covid-19 occurrences in Canada have a causal effect on the risk of automation-related professions, remote work, and labour productivity, demonstrating the study's value.

Nadie puede negar que el teletrabajo es un tema de gran relevancia y pertinencia para las organizaciones hoy en día, pero también lo fue hace 50 años cuando nació. ¿Cómo explicar que luego de tantos cambios tecnológicos este tema siga estando vigente? Más aun, ¿cómo explicar que luego de varias décadas aún existen muchas organizaciones que no se atreven a intentarlo? El teletrabajo, también conocido como trabajo virtual, trabajo a distancia, o trabajo remoto, es una modalidad laboral que posibilita a las personas desempeñar sus labores sin tener que desplazarse hacía un lugar físico cada día, y entre otros aspectos, genera beneficios como reducción de costos, aumento de productividad, menor estrés y cansancio, etc., tanto para los trabajadores, como para las entidades y la sociedad. Básicamente, el teletrabajo se caracteriza por la interacción remota, y la mediación de las TIC para propiciar las interacciones. Sin embargo, y a pesar de que su adopción suene simple, el solo hecho que los trabajadores no asistan a sus organizaciones para realizar las actividades, conlleva a formas diferentes de organización, que no todos están dispuestos a asumir. El problema reside en que además de los dos aspectos mencionados, hay un tercer factor que es muy importante: lo organizacional. La implementación del teletrabajo requiere de cierto grado de planeación, de ciertos estilos de liderazgo cimentados en la confianza, de esquemas de seguimiento y control, así como de cierto nivel de gestión de la información que permita un acceso de manera remota. Históricamente, las organizaciones han decidido sobre la adopción del teletrabajo con base en los beneficios que obtendrían, simplemente para generar una mejoría. Pero actualmente,  los requerimientos de las nuevas generaciones, los avances tecnológicos, así como los problemas ambientales y de movilidad en las grandes urbes, están reclamando en las empresas un rol social más activo, y el teletrabajo se presenta como una alternativa capaz de aportar un granito de arena ante estas problemáticas sociales.

This thesis takes an ethnographic approach in the examination of the phenomenon of digital nomadism. Generally, the term describes people who have rejected the idea of working in a conventional office, but instead, they work and travel without a clear destination. Through the daily life experiences of 15 individuals from different parts of the world living now as digital nomads, the thesis investigates how digital nomadism works for those who do it. The aim of the study is to focus on the advantages and disadvantages of remote work, as an alternative to “traditional,” locally-bound forms of employment. Specifically, I explore how they adapt to this new situation by forming new ways to communicate, work and socialize. This research will focus on two major research areas: The first one concerns the factors that make individuals choose to travel and work remotely. What drives people to leave the office and what are they leaving it for? What are the consequences? What are the elements that constitute “working in the office” undesirable? The second major part of my analysis concerns the travel patterns, productivity, work/leisure practices, and sociability forming behind a lifestyle that is not bound to a certain locality. Digital nomads are constantly on the move and have no designated work hours. How do they deal with the lack of a clear division between leisure time and work time? Although they are traveling from place to place nomads seem to want to be perceived as something “more” than a tourist. This part analyzes if and how this is possible.

Drawing on enrichment theory, the study examines whether academics' experience in one domain of work-life interface resulted in any enrichment in the other domain. The researcher conducted 26 semistructured online interviews with academics from Turkey and the UK. Thematic analysis was utilized to identify themes and subthemes. The study shows that married people with young children (under 12) and especially female academics struggled the most to balance work and life during the pandemic because they had to fulfill their work and family responsibilities at the same time and place. Considering the research's findings from the enrichment model's perspective, it is concluded that remote work offers work and life enrichment to some extent to individuals, but individuals' diverse living circumstances matter in discussing work-life balance and the level of enrichment in work and life domains. This is important for organizations to put on their agenda while thriving to achieve diversity and develop inclusive workplaces in the post-COVID-19 era.

In July 2020, a group of illustrators were contacted so we could hear if their views on remote work and professional collaboration had changed, in light of the covid-19 pandemic scenario. These illustrators participated in a previous research conducted with Brazilian newspaper illustrators between 2016-2018. The main research objective was to understand how illustrators were fitting in newspaper's routines and production, considering the multiplatform publishing trend led by the rise in mobile and digital readership. As it was observed then, illustrators were already used to working remotely. The investigation focused in assessing how these professionals viewed the pros and cons of face-to-face working way compared to working remotely. Also their views on the interaction with other fields' professionals, in projects involving Illustration & Design were considered. Illustrators of Brazilian newspapers answered a query and an interview with open questions. Although the original research had not been motivated by a pandemic scene, we believe that by renewing the subject with new data collected in 2020, the study can contribute to the ongoing broader discussions over reorganizing workflows for remote work, especially those involving designers and projects with multidisciplinary teams. This paper aims at presenting and discussing qualitative data regarding these issues.

Il presente lavoro si inserisce nell'ambito del crescente dibattito su nuovi modelli di organizzazione del lavoro ed in particolare sul cosiddetto fenomeno del remote working. Maggiormente noto in letteratura col termine telelavoro, esso si riferisce a quell'insieme di modelli flessibili di lavoro che sfruttando le potenzialità dell'ICT offrono ai lavoratori dipendenti la possibilità di svolgere le proprie attività a distanza rispetto agli uffici centrali della propria organizzazione. A tale dibattito si intende fornire un contributo focalizzando l'attenzione su una specifica tipologia di telelavoro, ovvero quella svolta presso gli Smart Wok Center (SWC), spazi di lavoro condiviso dove i principali fruitori, costituiti da lavoratori dipendenti di organizzazioni pubbliche e private, possono disporre di strumenti ICT e servizi avanzati per l'efficace svolgimento del lavoro a distanza. L'articolo si pone come primo obiettivo quello di fornire un inquadramento concettuale di questa forma di telelavoro, fornendo una descrizione analitica di caratteristiche, funzioni e driver di realizzazione di queste strutture e soprattutto il loro posizionamento rispetto ad altre tipologie di spazi di lavoro condiviso, quali telecentri e coworking. Il lavoro illustra inoltre i benefici e le opportunità offerte dagli SWC in chiave comparata rispetto al più tradizionale e diffuso telelavoro domiciliare, evidenziando come questa forma di lavoro in remoto, pur preservando i benefici del lavoro da casa, rappresenta per molti aspetti una soluzione più efficace se si considerano le barriere ambientali, tecnologiche ed organizzative all'adozione del telelavoro domiciliare e soprattutto le sfide manageriali che ad oggi hanno costituito, in Europa e in particolare in Italia, un forte ostacolo al suo decollo. Parole chiave: telelavoro, lavoro in remoto, smart work center, modelli organizzativi, innovazione, ICT

When it comes to providing feedback on performance and motivating employees, the methods to influence the remote (out of office) worker go far beyond many of the traditional approaches to employee management. Modern technology that allows for easy access to information sharing has shaped a workforce that is fully aware of the freedoms that technology brings and is aware of how empowered they are to work at any time, from anywhere. This workforce is no longer tied to a physical office space or the overlooking manager who would once have accompanied it.
By looking at the research of psychologists, managers, and human resource specialists, I have reviewed many of the factors that influence the commitment that employees have towards their jobs, and the methods that employers use toward motivating the remote employee. We find that the best way to build a motivated group of remote workers is to start with the right type of employee who is naturally drawn to their role and working environment to begin with. At least two classes of remote employees have emerged in the new millennium, each with very distinct needs and methods to which they should be managed for greatest creativity or productivity. The field worker is a highly creative individual that requires intrinsic motivation to achieve self fulfillment, while the decentralized employee is persuaded by environment and working conditions.
Extrinsic rewards, as motivators, are short term, and difficult to maintain with any consistency over time, so it is critical to identifying an employee, who is comfortable with a compensation plan, passionate about their work, but may seek extrinsic rewards as their own internal measure of success. Using inappropriate incentive plans and management practices can actually reduce creativeness or productivity and de-motivate a group of employees who might otherwise produce great results.
The investment into finding and retaining the right employee for the out of office position is of key importance for building an intrinsically motivated workforce that requires little direct supervision or external incentive plans to maintain productivity. The direct investment into finding the right employee for the position pays back dividends that would not be realized under traditional management systems.

Flexible work arrangements (FWA) give employees some autonomy over their choice of hours and place of work. Increasingly, they are being adopted by organisations in an effort to increase employee well-being and intent to stay. This dissertation is a case study into one particular type of FWA; working from home, and its effects on employee intent to stay at Remote Staff Support Solutions Inc. (RSSS), a small BPO company located in Manila, Philippines. The company has experienced a high turnover rate typical of the BPO industry. This research is significant due to the lack of research literature regarding FWA effects from the employee's perspective in the BPO industry and wider Philippines' labour force, and provides key recommendations for the company to reduce turnover. Three research questions were presented for resolution: What are the key advantages of the FWA from the employee's perspective, what effects do these FWA advantages have on employee well-being, and will the FWA influence employee intent to stay? A questionnaire was presented to 53 participants in a semi-structured interview in their home environment. The information was then collated, synthesised and categorised for further analysis and interpretation. The key findings were that there was a positive association between FWA's and employee intent to stay longer with the company. Further, employee well- being associated with the advantages of the FWA seemed to be a major influence on their decision to stay. Strong emotional responses on the issue of family time and caregiving were observed, along with the hypothetical cancelation of the FWA. Some negative associations of the FWA were discovered, namely technology issues, distractions at home, and isolation from work colleagues. The conclusions made from this case study are that work-life balance initiatives such as FWA's generally increase employee well-being, organisational commitment, work performance, and quality of family life. The recommendation to RSSS is to extend the FWA to assess the full implications on intent to stay to see if it does in fact reduce the turnover rate. Further recommendations include resolving technology issues, and to initiate well-being programs that are tied to work performance assessment.

Purpose: To provide a conceptual framework for understanding the role of organizational control in the context of remote work arrangements. Design/methodology/approach The framework has been developed drawing on two distinct research streams. Existing frameworks on remote work arrangements enabled to identify relevant dimensions to include in our framework, i.e. drivers of adoption and outcomes of implementation. It also evidenced the importance of opening-up the remote work implementation process addressing crucial management issues, including organizational control. In the basis of extant organizational research we deconstructed the complexity of organizational control in its constituent elements and identified mechanisms of control enactment over time. Findings: The framework links the complex dynamics of organizational control change initiated by the adoption of remote work arrangements with its antecedents (drivers of adoption and characteristics of the remote work model) and implementation outcomes at individual, group and organizational level. It open-ups the implementation stage focusing on the dynamics of organizational control and clarifies its role when the organization decides to adopt remote working. Originality/value The framework assumes that organizational control is not a static entity but a process of mutual constitution between structures of controls and actions enacted over time by both managers and employees (remote workers and on-site colleagues). It shows the value of a process perspective that emphasizes time, change and mechanisms related to organizational control. Moreover, it constitutes a valuable reference guide to interpret in an integrated way existing research and identify inconsistencies in empirical findings, relevant gaps and opportunities for future research.

The Covid-19 pandemic led to widespread adoption of Virtual Teams (VTs), the prevalence of which had already been increasing steadily. However, studies show that VTs often fail to meet their potential, highlighting the centrality of trust to enable success. While trust is important at the team member level and the focus of much of the extant research; it also underpins effective virtual leadership. Following a review of the VT and trust literatures, research conducted within three global technology companies across Europe, Middle East and Africa is used to provide insights into trust development in virtual leader-member dyads. Along with highlighting the challenges of building trust remotely, the research findings highlight leaders' behaviours that can both demonstrate their own trustworthiness to VT members and their trust of VT members. These behaviours are integrated into a framework for enabling high trust VT leadership emphasising member-centricity.

Managerial factors were examined to determine their relationship to telework outcomes using a
multivariate regression analysis. In this study, statistical relationships explained associations between three independent variables and three outcome variables to test three theoretical models. The U.S. Office of Personnel Management (OPM) published the 2012 Federal Employees Viewpoint Survey (FEVS) results, which were used as the secondary database to gather perceived management practices. The three independent variables linked management factors in telework resistance as noted in OPM (2012): (a) leadership-knowledge management, (b) performance management, and (c) talent management. These employee observations of management were statistically related to three telework outcomes as the dependent variables: (a) participation, (b) productivity, and (c) job satisfaction also observed by employees in the federal government according to OPM, (2012). The regression analysis was performed using SPSS to test three hypotheses to understand the telework resistance phenomena within the U.S. federal government. Additionally, the three models were cross-validated to determine generalization to the population. The results demonstrated significant relationships between telework productivity and job satisfaction as a result of perceived managerial performance practices. However, the findings suggested that managerial characteristics observed in this research did not have a statistical significant relationship to telework participation. Managerial abilities in the administration of telework programs will continue to have an association affecting the modern workforce and will account for additional organizational change management studies in the future.

Geographically distributed work has become a popular way to work. Past CSCW research has shown that remote workers rely on innovative communication platforms but still face challenges being remote. Research has also provided organizational and managerial strategies to bridge the distance gap. Our study in contrast investigates how individuals develop strategies to cope with the daily challenges of working remotely and alone, and what managers can do to help them. We interviewed seventeen individuals involved in remote work about their experiences, identifying unique challenges and their workarounds. Our interview results suggest that, although people may work alone, the process of conducting distributed work is actually very social. Individual remote workers establish a unique kind of work rhythm, visibility management for evaluation, social support infrastructure, and personal connection as a part of their coping strategies to balance their professional and personal lives.

During the sustained lockdowns and COVID-related social distancing, digital tools for communication and co-operation have become ubiquitous. Companies like Facebook and Amazon even announced to maintain and extend remote working solutions after the pandemic. They promise benefits such as more freedom, flexibility, and self-management for the workers, although the flaws and exploitative potentials of these measures seem obvious. As Naomi Klein (2020) claims, a digitized “no-touch future” only increases isolation and alienation of workers, leaving them unprotected from hyper-exploitation while simultaneously rendering the individual worker’s conditions invisible.
At first glance, the relocation of work into the home appears to be an encroaching intrusion of work into private spaces, undermining the distinction of the spheres of leisure and labor accompanied by the insertion of technologies of isolation and surveillance. However, in arguing with an idea brought forward by Zizek (2014: 173-8), I want to claim that thinking about the inverse might result in a promising methodological opposition: the result of the increasing translation of work-related processes into digital spaces marks not only the dissolution of the boundaries between labor and leisure, but also – more importantly – the privatization of originally public spaces. Digital technologies aimed at connecting and maintaining collaborative relationships between workers during times of social distancing can be understood to paradoxically contribute to and amplify their isolation and alienation instead.
Communication via video conferences or digital meeting spaces, for instance, is rooted in the digitalization of the self, the insertion of the subject as surface into a liminal “hyperspace.” The communicative medium detaches itself as a space not of communication but of digital re-construction of a decentered subject. Therefore, digital communication constitutes a simulacrum of public space, a detached simulation of cooperation and interaction which only serves to augment the digital alienation characteristic of our late modern societies even prior to the digital offensive during the pandemic.
No doubt, these technologies can be a temporary fix for the immediate hardships of social distancing; my interest, however, lies in the long-term effects, the naturalization of these structures beyond the current “state of emergency” could have on the future of work, regarding the stabilization of exploitative formations, and more broadly the configuration of intersubjective relationships, community, and solidarity.

Bu çalışmanın amacı uzaktan çalışma biçiminin iyi yönetilememesi durumunda ortaya çıkan “zaman yönetimi” sorununu tartışmaktır. Uzaktan çalışma, çalışma sürelerinin sınırlarının zor çizilmesi nedeniyle çalışma hakkının bir getirisi olan dinlenme hakkının uygulanmasını zorlaştırmaktadır. Ayrıca uzaktan çalışmanın evde gerçekleşmesi durumunda iş ile aile yaşamına ayrılan zaman arasında geçirgenliği arttırmakta, özel zaman kavramını bulanıklaştırmaktadır. Bu bağlamda teorik çerçevenin oluşturulmasında David-Harvey’in "zaman-mekan sıkışması" metaforu başta olmak üzere çeşitli sosyologların zaman kavramında meydana gelen dönüşüme ilişkin düşüncelerine yer verilmektedir. Ardından esnek çalışma yaşamının “zaman” boyutunu biçimlendiren “Bağlantıyı Kesme Hakkı” (right to disconnect) üzerinde durulmaktadır.

The global crisis caused by the outbreak of a novel coronavirus and the associated disease (COVID-19) has changed working conditions due to social-distancing policies. Many workers started to use new technologies at work, including social media applications. In this longitudinal study, we investigated the potential stress effects of social media communication (SMC) at work. Based on our integrative theoretical model, we expected that SMC at work would burden some workers, but those who were accustomed to SMC at work would be better off when the crisis started. We collected a nationally representative sample of Finnish workers before (N = 1308) and during (N = 1081) the COVID-19 crisis. Outcome measures included technostress and work exhaustion. Multilevel linear mixed-effects regression models investigated formal and informal SMC at work. Covariates included cyberbullying at work, social media usage, personality, occupational status, and sociodemographic factors. Results showed that formal SMC increased and predicted higher technostress. However, technostress and work exhaustion decreased among workers already accustomed to using SMC at work before the crisis. The results indicate a disparity in workers' resilience during remote work and highlight a need for organizational level support.

The pandemic represents a turning point which affects the micro‐politics of managing productive, reproductive and social life in our new everyday lives. In this paper, we make a contribution to the recent and growing scientific debate by exploring academic researchers' processes of construction and de-construction of spatial, temporal and relational boundaries that take place in the pandemic work-life stay-at-home style. Particular attention is paid to some macro-structural drivers of work and family life, specifically to the role of gender and class, as well as to the organizational culture of the neoliberal university. We chose an exploratory, qualitative, non-directive methodology in order to grasp the permeability between the public/private and the work/life spheres. The empirical material consists of in-depth narrative video-interviews conducted online with Italian early career researchers and images collected through the native image making technique. KEYWORDS: pandemic, gender, work-life balance, neoliberal university.

This paper examines and analyzes the differences in organizational commitment and trust at work among conventionally employed and remote employees. Two additional control variables are introduced into the research: Gender and Age of the respondents. The survey included 265 respondents employed in organizations in Serbia (88.3%) and surrounding countries (Bosnia and Herzegovina, Montenegro, Croatia). Remote employees show stronger organizational commitment and trust at work than conventional employees. This applies to the following four dimensions: organizational identification, faith in intentions of peers, confidence in actions of peers and confidence in actions of management. At the same time, the overall sample shows that the degree of engagement at work, as well as the degree of loyalty to the organization, does not depend on the way they work (conventionally or remotely). However, male teleworkers have a very low level of organizational loyalty and it will not be a problem for them to leave their current job if they are offered a better position at another organization. Older teleworkers exhibit statistically significantly greater confidence in management intentions than younger teleworkers. Leaders and managers in conventional organizations should be aware of the potential for employees to experience a decline in organizational identification and confidence in peers and managers. Organizations practicing teleworking must make sure that male teleworkers have low organizational loyalty and can easily leave their current job.

Understanding E-Mentoring, and Self-Efficacy with Telecommuters
by
Jeffrey H. Levine
Abstract
The purpose of this exploratory qualitative study was to understand the perceptions of telecommuting employees regarding the effectiveness of e-mentoring to promote self-efficacy. Case study method was used. Participants in the study consisted of four telecommuters (two women and two men). Data were collected via semi-structured interviews. Data were analyzed using thematic analysis. The analysis revealed five themes: Relationships, The Downside, Work Effectiveness and Self-Efficacy, Life, and Logistics. The theme, Relationships, stood out as the most counted among the interviews. The findings showed, from the perceptions of the participants, that the most effective way to promote self-efficacy among telecommuters was maintaining strong relationships between the e-mentor, telecommuter, management, and the families of telecommuters. This could be achieved by reliable video conferencing and occasional face-to-face meetings with mentors and managers. The study findings can benefit those who do work remotely and their families, by giving them data regarding how to be more effective in their jobs while maintaining a more stable work-life balance. Findings would also benefit organizations that wish to maintain a remote workforce by informing them how to make a telecommuting arrangement work using e-mentoring. Corporations could benefit by recognizing the competitive and cost advantages of maintaining a remote workforce. Future researchers might add to the body of knowledge by conducting a quantitative study to see if a correlation exists between e-mentoring and self-
iv
efficacy. Future researchers might also expand to a global study checking include demographic data.
Keywords: E-Mentoring, Telecommuting, Self-Efficacy

En el marco de los debates sobre “el futuro del trabajo” y/o “el trabajo del futuro”, nos proponemos abordar la cultura del trabajo en el marco de la sociedad informacional, entendida como el orden social emergente que deriva de las nuevas pautas de organización tecnosocial, con expresiones propias en cada cultura y en cada disciplina. Particularmente abordaremos las mutaciones de la percepción del tiempo y el espacio en los nuevos modelos productivos, y el modo en que este emergente epocal se discontinúa de la modernidad tardía para impactar en la cultura del trabajo y en las organizaciones inerciales del movimiento obrero organizado. Para esto adoptaremos la perspectiva interseccional, ya que —según entendemos— es un recurso teórico-metodológico que presenta algunas ventajas comparativas para abordar, desarrollar, debatir y visibilizar esta problemática.

Este artículo se centra en el estudio de la flexibilización laboral y teletrabajo durante la pandemia por la COVID-19. Especialmente, aborda el caso de las trabajadoras y trabajadores del sector cultural, quienes de manera repentina y, prácticamente, sin ninguna preparación previa, han tenido que realizar la mayor parte de sus actividades creativas a distancia y con distanciamiento físico. La investigación es de corte cualitativo con entrevistas en profundidad. Entre sus resultados se destacan la falta de condiciones técnicas y tecnológicas para llevar a cabo la actividad, así como las diferentes experiencias en función del género. Palabras clave: organización del trabajo; pandemia; sector cultural; trabajo a distancia.

Emerging technology is facilitating collaboration and peer-production across a wide variety of industries. In the music industry, one example of this is in the use of a remote mix engineer-contracted to work on a recording made by another engineer in a different location and time domain because of the value in their specialised expertise. This paper examines the rise of the remote mix engineer in the contemporary music industry. It does this by examining the technology, methods of working, expertise and the concept of stardom using two contrasting examples-one a world-renowned mix engineer with several decades of experience and a high profile client list, the other being a younger and less experienced mix engineer with a different range of clients.

Il presente rapporto descrive i risultati della prima indagine nazionale rivolta ad amministrazioni ed enti pubblici che hanno avviato forme di lavoro a distanza. A livello individuale sono state esplorate la sfera lavorativa, familiare e personale, le relazioni, la domanda di mobilità mentre dell’organizzazione sono state indagate le diverse fasi di sviluppo e diffusione delle modalità di telelavoro e lavoro agile. Per la molteplicità degli ambiti che indaga, l’indagine rappresenta un caso studio di policy integrata che si rivolge agli ambiti del lavoro,  dell’innovazione organizzativa della PA, del benessere organizzativo delle persone e dello sviluppo sostenibile delle città. Per valutare gli effetti ambientali della mobilità evitata è stata sviluppata una metodologia che ha consentito di stimare i potenziali di contenimento di consumi e di emissioni di gas serra e di inquinanti atmosferici. I risultati complessivi dell’indagine descrivono un processo dinamico che inizia a ripensare anche le procedure e gli strumenti dell’azione amministrativa, all’interno del quale il rapporto con i dipendenti viene posto sempre più al centro della progettazione. L’aumento della quantità e qualità del
tempo dovuta al venir meno degli spostamenti casa-lavoro, mette le persone in grado di sperimentare nuove forme quotidiane di ri-sincronizzazione degli impegni lavorativi con le esigenze familiari e personali. I risultati mostrano che le organizzazioni e le persone escono rafforzate dalla nuova visione con una generale crescita dell’efficienza, della produttività e della soddisfazione anche se permangono diverse fragilità e resistenze che richiedono l’attivazione di ulteriori strategie di intervento.

A new research by Success Africa and Ultimate Multimedia Consult has shown that many Ugandan organizations and businesses have been bruised by the Corona-virus crisis due to failure to have crisis work strategies that would have ensured their staff members are adequately prepared for remote work following the forced closure of many workplaces.