Ana Isabel Couto, Ana Cláudia Rodrigues, Eva Petiz Lousã, Dora Martins
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This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Findings enabled detail of the organisational factor of the Belzunegui-Eraso and Erro-Garcés (2020) extended Baruch and Nicholson’s (1997) model into people management issues: organisational culture, team management and human resources management (HRM) practices, as well as the technological support. The results also revealed that people management benefits from the successful home-office implementation, which boosted the digitalisation of human resources (HR) processes.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Considering the lessons learned from the home-office imposition, this research provides original insights into the field by exploring the roles of supervisors and HR managers, in non-health organisations, with different previous remote work experiences, in a recent global disruptive moment, based on a rich qualitative approach. The paper offers concrete guidelines for companies that intend to implement remote work management programs and contributes to deepen the knowledge of home-office experience, offering a model focusing on managers’ roles (HRms and TMs) and HRM practices.</p><!--/ Abstract__block -->","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":"7 1","pages":""},"PeriodicalIF":2.4000,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Home-office implementation: challenges and changes in people management\",\"authors\":\"Ana Isabel Couto, Ana Cláudia Rodrigues, Eva Petiz Lousã, Dora Martins\",\"doi\":\"10.1108/ijwhm-11-2022-0184\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>We used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). 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Home-office implementation: challenges and changes in people management
Purpose
This paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation.
Design/methodology/approach
We used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). We interviewed a total of 12 managers, including one HR manager (HRms) and two team managers from each company. We also conducted an online questionnaire with open questions, reaching out to 128 home-office workers from the four participating companies. This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.
Findings
Findings enabled detail of the organisational factor of the Belzunegui-Eraso and Erro-Garcés (2020) extended Baruch and Nicholson’s (1997) model into people management issues: organisational culture, team management and human resources management (HRM) practices, as well as the technological support. The results also revealed that people management benefits from the successful home-office implementation, which boosted the digitalisation of human resources (HR) processes.
Originality/value
Considering the lessons learned from the home-office imposition, this research provides original insights into the field by exploring the roles of supervisors and HR managers, in non-health organisations, with different previous remote work experiences, in a recent global disruptive moment, based on a rich qualitative approach. The paper offers concrete guidelines for companies that intend to implement remote work management programs and contributes to deepen the knowledge of home-office experience, offering a model focusing on managers’ roles (HRms and TMs) and HRM practices.
期刊介绍：
Coverage includes, but is not restricted to: ■Best practice examples of successful workplace health solutions ■Promoting compliance with workplace health legislation ■Primary care and primary prevention ■Promoting health in the workplace ■The business case for workplace health promotion ■Workplace health issues and concerns, such as mental health, disability management, violence and the workplace, stress, workplace hazards, risk factor modification and work-life balance ■Workplace Culture ■Workplace policies supporting healthy workplace ■Inducing organizational change ■Occupational health & safety issues ■Educating the employer and employee ■Promoting health outside of the workplace
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