Opportunities and Challenges of Remote Work Arrangement for Organizations in Post-Pandemic Scenario

Opportunities And Challenges Of Remote Work Arrangement For Organizations In Post-Pandemic Scenario
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1.0. Introduction
1.1. Problem Statement
COVID-19-induced restrictions created unprecedented disruption for the businesses. As a way to cope with the situation and ensure the continuity of businesses, the organizations decided to rely on remote work arrangements to minimize human contact and keep the lockdowns from affecting the business processes (Buchanan et al., 2021). While work from home scenario brought several opportunities for employees and employers, such as reduced cost, enhanced flexibility, diversity, and enhanced scope for recruitment, it also posed critical challenges. Some challenges include barriers to effective communication, lack of supervision, lack of workplace-like camaraderie and psychological implications, cybersecurity issues, and difficulties maintaining the organization's cultural identity (Franken et al., 2021). In the post-pandemic scenario, several organizations are at a crossroads as they determine their future choices. The question arises whether the organizations should continue with the work-from-home arrangement or return to a pre-pandemic office-based setting.
For this purpose, conducting a comprehensive comparative analysis of each prospect's potential benefits and challenges is important. Since the corporate world is still in its premature transition phase, it is challenging to locate reliable evidence and use it as the base for the decision. The theoretical debates are also divided in this regard, outlining that the remote work arrangement is a dual-edged sword (Doliver, 2022). These indicators warrant a detailed inquiry into the opportunities and potential costs associated with the remote work arrangement in the post-pandemic scenario.
1.2. Research Objectives
The research compares the opportunities and challenges associated with remote work arrangements in post-pandemic scenarios to help managers make informed choices. This aim is broken down into the following key objectives and research questions to serve as the roadmap for the study:
1.2.1. Objectives
* To identify the opportunities associated with remote work arrangements.
* To identify the challenges associated with the remote work arrangement.
* To compare the opportunities and challenges to help concerned managers inform their choices.
* To provide recommendations from organizational and human resource management perspectives based on the comparative analysis between the opportunities and challenges of remote work arrangement in post-pandemic scenarios.
1.2.2. Research Questions
* Which factors have contributed to the preference for remote work arrangement in the post-pandemic scenario?
* Which factors associated with remote work arrangement can contribute to organizational performance?
* What challenges do human resource managers face while managing people remotely?
* How communication issues related to remote work arrangements can affect team performance?
* Which management strategies are helpful while dealing with the challenges associated with remote work arrangements?
1.3. Background
The recent research considering the trends of work-from-home (WFH) in the US suggests that approximately 12% of the total population of employees rely on the WFH model while 28% use the hybrid model (mix of remote and in-office working). The findings also suggest that the number of employees relying on remote work arrangements will rise to 22% of total employees in the US by 2025 (Haan, 2023). These findings clearly indicate that trends of WHF are on the rise in the US, implying that a decent percentage of employers are treating it as a new normal. However, the prospects of the growth of this trend indicate a minor change. Instead, the shift from in-office to remote work arrangement is forecasted at a slow and steady rate, outlining the hesitancy of most employers considering the risks and challenges attached to remote work arrangement compared to in-office working. Therefore, it is vital to conduct an in-depth inquiry into the theoretical underpinning and empirical research that may offer insights relevant to the prospects of remote working in the post-pandemic scenario.
1.3.1. Theoretical Foundations
Even though there is a vast range of theories that may relate to the chosen context, two theories that centrally intersect with key dimensions of remote work arrangement and its potential outcomes are discussed as follows:
Self Determination Theory
Self-determination theory is a psychological consideration of human mentality and the factors determining growth and development. The theory assumes that human growth and development depend on autonomy and competence (Gagné, 2014). In other words, the theory highlights that autonomy and competence are interrelated, and people tend to perform better and have faster development and growth if provided with an environment free of external interference (Gagné, 2014).
While seen in the light of this theory, remote work arrangement appears as a potential source of employee development and growth. It means that the employees can be groomed better by realizing and actualizing their competencies and learning to take responsibility when allowed to work independently in a distraction-free environment. Rigby and Ryan (2018) have investigated the interaction between self-determination theory and remote work framework. The researchers conclude that the theory offers rich insights into how enhanced autonomy resulting from the flexible work environment can contribute to the employees’ commitment and motivation.
However, a potential limitation while applying this theory is the contextual variations associated with remote work arrangements. For example, it needs to answer how employees with low levels of skills can perform better in WFH arrangements than in-office arrangements when they need continuous instructions and support from their fellow workers and supervisors.
Herzberg's Factor Theory
Herzberg's dual-factor theory classifies workplace-related factors into two categories. One of these factors is the hygiene-related factors, such as food, salary, job security, and other similar fundamental benefits. These factors are categorized as the conditions necessary to avoid dissatisfaction. On the other hand, Herzberg believes that key motivational factors are beyond the hygiene-related factors and are rooted in the work conditions and providing the employees with an environment where they can improve their competencies while acting with responsibility (Richard, 2013). This theory relates to the WFH as employees are supposed to take responsibility while working unassisted and unsupervised (or less supervised than in an office-based arrangement). Similarly, the added flexibility of the WFH environment can be a source of intrinsic motivation for...