How does working from home during COVID-19 affect what managers do? Evidence from time-Use studies
How does working from home during COVID-19 affect what managers do? Evidence from time-Use studies
复制标题
COVID-19 期间在家工作对管理者的工作有何影响？
DOI：
10.1080/07370024.2021.1987908
复制
发表时间：
2021
期刊：
影响因子：
--
通讯作者：
Shaer, Orit
中科院分区：
文献类型：
--
作者：
Teodorovicz, Thomaz;Sadun, Raffaella;Kun, Andrew L.;Shaer, Orit
新冠肺炎大流行的到来迫使数以百万计的员工突然将他们的活动转移到办公室外，进入家中：在疫情大流行之前，5%-15%的美国人在家里工作，而50%的冠状病毒感染前就业的美国人报告在2020年4月/4月在家工作(Brynjolfsson等人，2020年)。虽然这种突然的外生转变对员工行为以及他们的生产率和幸福感的影响在很大程度上尚不清楚，但组织已经开始考虑将“在家工作”安排延长到疫情之后(凯利，2020)。在这项研究中，我们探索了新冠肺炎大流行期间强制在家工作安排对管理者的影响。我们评估了在大流行期间突然和广泛地转向在家工作如何影响经理们在工作日中分配时间的方式，以及他们参与的工作活动的类型和持续时间。管理者是一种特殊类型的“知识型员工”--即通常专注于解决问题和相关认知任务的员工(Autor&Dorn，2013)。与其他知识工作者不同，他们的任务更多地依赖于分配个人的努力和技能来执行单独的任务，如撰写报告或编写代码，而经理的工作主要需要协调任务，包括监督、评估和部署他人的工作(Drucker，2012)。我们将研究重点放在经理身上，主要有两个原因。首先，总的来说，管理工作是使组织在不同市场扩张和蓬勃发展的核心推动因素(Chandler，1990)，管理职业在过去几十年中在美国经济中的重要性显著增加(Autor&Dorn，2009,2013)。然而，我们还没有详细了解强制过渡到WFH会如何影响经理的日常活动和他们的工作结构。大流行引发的被迫离开办公室可能导致更永久性地转向世界卫生组织的安排，这使得理解这些影响的必要性变得更加突出(Barrero等人，2021年)。第二，更具体地说，WFH对团队工作和社交活动提出了挑战，Lowy，(2020；Neeley，2021)，经理们很可能精确地参与依赖团队工作和社交互动的活动(Deming，2017)。由于协调是管理人员所做工作和组织要求的核心活动，因此了解在新冠肺炎大流行期间过渡到世界卫生组织安排对这一职业的影响程度是很重要的。在突然过渡到WFH的背景下，描述管理工作如何变化的一个方法是检查经理们在哪里分配他们最宝贵和最稀缺的资源的变化：他们的时间(Mintzberg，1990)。
The advent of the COVID-19 pandemic has forced millions of workers to suddenly shift their activity out of their offices and into their homes: 5–15% of Americans worked from home before the pandemic, whereas 50% of the Americans who were employed pre-COVID reported working from home in April/2020 (Brynjolfsson et al., 2020). While the effects of this sudden and exogenous shift on workers’ behavior, as well as their productivity and wellbeing, are still largely unknown, organizations have already started to consider extending “working from home”(WFH) arrangements beyond the pandemic (Kelly, 2020).In this research we explore the effects of the forced WFH arrangement during the COVID-19 pandemic on managers. We assess how the sudden and widespread shift to working from home during the pandemic impacted how managers allocate time throughout their working day, and how the type and length of work activities they engage in. Managers are a particular type of “knowledge workers”–ie workers who typically focus on problem-solving and related cognitive tasks (Autor & Dorn, 2013). Unlike other knowledge workers whose tasks depend more on allocating one’s individual efforts and skills to conduct solo-tasks, such as writing reports or coding, the job of managers requires primarily coordinative tasks, including the supervision, evaluation, and deployment of the work of others (Drucker, 2012). We focus our study on managers for two main reasons. First, broadly, managerial work is a central enabler that allows organizations to expand and thrive in distinct markets (Chandler, 1990), and the importance of managerial occupations in the US economy has grown significantly over past decades (Autor & Dorn, 2009, 2013). However, we do not yet have a detailed understanding of how a forced transition to WFH affects managers’ daily activities and the structure of their work. The need to understand these effects is made even more salient by the fact that the forced transition out of the office initiated by the pandemic will likely result in a more permanent shift toward WFH arrangements (Barrero, et al., 2021). Second, more specifically, WFH presents a challenge for team-work and social activities Lowy,(2020; Neeley, 2021), and managers are very likely to engage precisely in activities that rely on team-work and social interactions (Deming, 2017). Since coordination is such a central activity of what managers do and what organizations require, it is important to understand the extent to which a transition to WFH arrangements during the COVID-19 pandemic has affected this occupation. One method to characterize how managerial work has changed in a context of a sudden transition to WFH is to examine changes in where managers allocate their most valuable and scarce resource: their time (Mintzberg, 1990).
登录
查看更多内容
Eworklife：在 COVID-19 大流行期间制定有效的远程工作策略
DOI：
--
发表时间：
2020
期刊：
影响因子：
--
作者：
A. Rudnicka;Joseph W. Newbold;Dave Cook;Marta E. Cecchinato;J. SandyJ.;Gould;A. Cox
通讯作者：
A. Cox
影响因子：
10.7
作者：
Aguiar, Mark;Hurst, Erik;Karabarbounis, Loukas
通讯作者：
Karabarbounis, Loukas
影响因子：
6.4
作者：
C. O'Gorman;S. Bourke;J. Murray
通讯作者：
J. Murray
组对组的远程协作：检查“之间的空间”
影响因子：
8.3
作者：
G. Mark;Steve Abrams;N. Nassif
通讯作者：
N. Nassif
管理工作的结构化观察：复制与综合*
影响因子：
10.5
作者：
Mark J. Martinko;W. Gardner
通讯作者：
W. Gardner