Chapter one

Introduction

This chapter shows an overview of the research background. It includes the problem statement and existing gap, research objectives, research questions, hypothesis of study and significance of study of this topic, which is related to Teleworking and Job sharing on employee productivity.

1.1 Background of the study

Flexible Working Arrangements (FWA) are alternate arrangements or schedules from the traditional working day and week to an arrangement where employees can select a different work schedule that meets personal or family needs. The employer can come up with a different schedule so as to meet the customer needs (Armstrong, 2012). Some of the ways that the human resource management is addressing the current concerns is by embracing the flexible working arrangements. Due to the emerging issues in business world and technological advancement which has affected the performance of various small and medium size enterprises, employees are expected to balance between personal life and work responsibilities that is if the employee productivity is to be achieved. Employee performance is important in this global age as it boosts productivity.(UNICEF, 2019).There are various types of flexible working environment, which are flexi time, job sharing, telecommuting/remote working, compressed workweeks/schedules, annualized hours/banking of hours, gradual retirement, leaves and sabbaticals and reduced hours/part-time schedules. Universities can decide to use methods that suits them well (Bhusan & Sar, 2020). The organization flexibility is considered a key element in organizational behavior in terms of retaining employees’ productivity as well as organizational performance. Organization flexibility is of important in improving organizational performance by increasing job satisfaction among the workers (Saunders & Townsend, 2018).The Cambridge dictionary defines HR work place use to describe arrangements in which employees work in their own homes rather than in an office.

Recent studies have supported the idea that working from home- for the right people can increase productivity and decrease stress .Research also suggests companies that encourage and support a work from home protocol actually save money in the long run- an added bonus on the employer side. The IT industry is well known for its flexible schedules and telecommuting opportunities, which makes sense, considering most tech companies are web- based and technology is the greatest resource when working from home. With video chats, conference calls, VPN networks and wireless Internet, we can constantly stay connected as though we are sitting in our office, rather than at home. Business has always been reluctant to facilitate remote work for their employees since they have considered the physical workplace to be the ultimate maker space. One of the reasons behind this reluctance is due to the major challenge around how to measure productivity when working from home. While the concept is new for some and tried and tested for others, the myth around low productivity when working from home prevails. But, if you put the right productivity metrics in place, the loopholes can be identified and remote work can be streamlined

In recent years, there has been a push towards understanding the notion of work life balance and incentives. Expertise emphasize the importance of achieving and maintaining work-life balance. The concept of work-life balance can be applied to all worker within an organisation. As described by the HR council of Canada, work life balance is a self-defined, self-determined state of well-being that allows a person to effectively manage multiple responsibilities at work, at home and in their community (Greenhaus & Powell, 2006). Work life balance supports physical, emotional, family and mental health, without grief, stress or negative impact. Recruiting and retaining top talent has a lot to do with the benefits and incentives offered at your company. Today, it can be difficult to discern what it is that really attracts employees, and then what continues to motivate them once they’ve been hired Kossek et la 2001. Organizations are increasingly adopting work practices that aim to support employees to fulfil both their employment- and family-related responsibilities. These family-friendly programs, or work life balance programs (WLBPs), are provided to employees to support their personal and professional well-being and development.

These initiatives usually take the form of flexible work options, family or personal leave, and organizational assistance with childcare or eldercare (Estes & Michael, 2005). Common initiatives include flexible work hours, telework (working from home or a satellite location), job sharing (sharing a full-time job between two employees), voluntary reduced work hours, parental leave, and financial and/or informational assistance with childcare and eldercare services ODriscoll, 1996. Although the benefits of WLBPs are well-documented, a longitudinal research design has been rarely applied to the literature, making it difficult to ascertain whether WLBPs contribute to organizational performance. In addition, researchers suggested using more objective performance outcomes in examining the effect of WLBPs on organizational performance. Kelly et al 2010 noted that the effect of WLBPs on business outcomes at the organizational level (e.g., organizational productivity, stock market performance, and return on investment) is still limited, compared with work outcomes at the individual level (e.g., job satisfaction, turnover intention, and an effective commitment). Thus, existing studies on the role of WLBPs on organizational financial performance can be further established if the outcome is examined with an objective financial performance measure.

The concept of teleworking was invented by Nilles in 1975. Nilles considered that employees would be productive and efficient when they work from home using their computer (Nilles, 1976). Since 1970 more and more companies have implemented teleworking programs. Many studies have shown that teleworking is beneficial to employees. Some of these benefits are the improved work-life balance, the increased productivity, the higher morale and job satisfaction, the increased organizational commitment and the increased flexibility and autonomy (Verbere et. al., 2008, Di Martino, 2001, Ryan, 2000, Beauregard et. al., 2019). This study is engaged with the benefits of teleworking and the relationship between them among teleworkers at the telecommunication sector in Greece. More specifically, the relationship between work-flexibility, job satisfaction, organizational commitment, productivity and work-life balance is examined. Productivity refers to one’s output using specific skills, handling priorities and keeping the ordered work schedule. Neufeld and Fang (2005, p.1038) describe productivity as “an individual’s effectiveness with which he or she applies talents and skills and uses resources to perform work within a specific timeframe”. Work –life balance refers to employees’ harmony between their work and personal needs and responsibilities. Clark (2000, p.748) defines work-life balance as the “satisfaction and good functioning at work and at home with a minimum of role conflict”. The term job satisfaction refers to employees’ feelings about their job.

According to George and Jones (2008, p.75) job satisfaction is “the collection of feelings and beliefs that people have about their current jobs. Organizational commitment refers to employees’ psychological bond with organizations. Aydin et.al., (2011, p.628) refer that “organizational commitment is a definite desire to maintain organizational membership, identification with the purpose, successes of organization, the loyalty of an employee, and a willingness to exert considerable effort on behalf of the organization”. Work flexibility is described as employees’ ability to choose the place, the time and the duration, they work and it facilitates them to counterbalance their work and personal life obligations (Hill et. al., 2008).

This study focuses on Greece because teleworking was never a popular working method. However the lockdown circumstances impacted the conventional work conditions and companies were dealing with large remote work for the first time. The telecommunication sector is chosen because it is one of the sectors which support considerably the economy and impact directly the social-cultural level of population in Greece. Also the companies of this sector proved to be strong towards and reacted directly offering plenty of free services and discounts to consumers and businesses

This study expects to underline the usefulness of teleworking based on its benefits. It is hoped that its results will motivate more organizations and enterprises to adopt teleworking as an alternative work form, and help them to understand in depth teleworking impact on their employees. Additionally, it is believed that the research’s outcomes will help enterprises to create and implement efficient teleworking programs for the future.

1.2 Statement of the Problem

Flexible working management have been seen to enhance employee performance and productivity. Therefore, enterprises have embraced the flexible working arrangements for the workers, and also encouraging a blended method of learning to ensure employees complete their work as scheduled. However, despite the adoption of flexible working management, most small and medium size enterprises have continued to record declining employee Productivity.

 The literature reviewed has revealed the importance of FWA of employees in hospitals (Jane, Simon & Amos, 2015) and commercial banks in Kenya (Waiganjo, Kihoro & Mungania, 2016). From reviewed literature limited studies have been carried out to determine the effect of FWA and organization performance and productivity in small and medium size enterprises in Yaounde ll municipality (Cameroon). Limited research has been carried on flexible work arrangements as a way of improving productivity among enterprises and organizations (Kamau, Tuwai & Kuria, 2015). Hence there exists a knowledge gap investigation of the effect of flexible work arrangement employee productivity of enterprises in Yaounde Cameroon.

All this has led to a notable decline in service provision in small and medium size enterprises in the Center region of Cameroon (Yaoundé II) due to absenteeism, lack of job sharing, stress burnout, high labour turnover , inflexible work schedule, lack of development program for employees and general dissatisfaction with organizational policies which this research seeks to address.

1.3 Research Question

To ease this research, the researcher has to formulate the following research questions which are of two types; the main and specific research questions. Below is the main research question.

1.3.1 Main Research Question

What is the effect of Teleworking and Job sharing on employee productivity in small and medium size enterprises?

1.3.2 Specific Research Questions

• To what degree does flexible time and schedule influence employees productivity in selected small and medium size enterprises?
• To what extent does technological and connectivity affect employee productivity in small and medium size enterprises?
• How does communication and collaboration influence employee productivity in small and medium size enterprises?
• What is the effect of workload division on employee productivity in small and medium size enterprises?

1.4 Research objectives

In order to know the effects of Teleworking and Job sharing on employee productivity in an enterprise, it is important to set research objectives which will give the researcher a focus and direction in the research. These research objectives are drawn from the research questions and are broken down into the main and specific research objective. Below is the main research objective for this study.

1.4.1 Main Research Objective

The main research objective of this study is to assess the effects of Teleworking and Job sharing on employee productivity in an enterprise.

1.4.2 Specific Research Objectives

Specific objectives on the topic effects of Teleworking and Job sharing on employee productivity in an enterprise include;

• To assess the influence of flexible time and schedule on employee productivity in selected small and medium size enterprises.
• To examine the effect of technological and connectivity on the productivity of employees in selected small and medium size enterprises.
• To analyze the influence communication and collaboration on employee productivity in selected small and medium size enterprises.
• To explore the effect of workload division on employee productivity in small and medium size enterprises