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The assessment for this module is in two parts:
- A 7000 word business report about the business issue that you have investigated and a short reflective report of 500 words.
Business Report
You are required to write a report on the research that you have carried out for this module. As previously explained, the report should be written in the formal academic report style, and you are likely to include the following sections:
- Abstract
- Literature review
- Results
- Conclusions
- References
- Introduction
- Methodology
- Discussion
- Recommendations
- Appendices.
Solution:
Remote Working Impact on The Productivity of The Customer Care Department in Organisation A
ICS Learn
CIPD L7 Advanced Diploma in Human Resources Development
Research Topic: Remote working impact on the productivity of the customer care department in organisation A.
Abstract
In this business report, a detailed analysis of the impact of remote working on the productivity of the customer care team of Organisation A will be investigated. The study rationale was inspired by the desire of gaining an extravagant understanding of the new nature of working remotely and its influence on the employee’s productivity in organisation A. To achieve this, this investigation would focus on the customer care team in the organisation. The study would tackle the existing literature surrounding working remotely, and this initial analysis notes that in theory, working from home is a positive factor. This study would utilise quantitative research through a closed-ended questionnaire. This study findings note that working remotely has an effective role to play in increasing the performance of employees in organisation A, and their overall capabilities in accomplishing the operational agreed goals. Further, this investigation note that this new way of working led to increased focus of the employees through being connected to the company for longer time, skills development, and productivity. This is facilitated by the existence of different internet-based tools that the organisation offers to ensure smooth employee experience while working remotely. Overall, it is clear to notice the high levels of positivity of the customer care employees surrounding working from home at Organisation A, and how this impacts positively on employees’ performance levels, which may result into positive effects on employee well-being, work life balance and also job satisfaction.
Table of Contents
1.0 Introduction. 1
1.1 Background Information. 1
1.2 Research Aim, Question and Objectives 2
1.3 The Link Between the Research Aim, Objectives, and the Business Objectives 2
2.0 Literiture Review.. 3
2.1 Introduction. 3
2.2 The History of Working Remotely. 5
2.3 Employee Motivation and Performance Levels 6
2.4 Technology. 8
2.5 Work Life Balance. 9
2.6 Employer 11
2.7 Summary. 12
3.0 Methodology. 13
3.1 Data Collection. 13
3.2 Ethical Considerations. 14
3.3 Limitations. 14
4.0 Research Findings 15
4.1 Quantitative Data Analysis – Questionnaire. 15
4.1.1 Questionnaire Part One – People Part 15
4.1.2 Questionnaire Part Two – Business Part 16
4.1.3 Questionnaire Part Three – Technology Part 16
4.2 Quantitative Data Analysis – Performance Reports. 17
4.2.1 Performance Reports – Call Average Handling Time. 17
4.2.2 Performance Reports – Customer Catisfaction Score. 18
4.2.3 Performance Reports – Quality Defect Rate. 19
4.2.4 Performance Reports – Absenteeism.. 20
5.0 Conclusions and Recommendations 21
5.1 Conclusions. 21
5.2 Recommendations 22
5.2.1 Evaluation of Options for Improvement 22
5.2.2 Final Recommendations 22
6.0 References 28
7.0 Bibliography. 33
8.0 Reflective Report 39
9.0 Appendices. 41
Appendix 1: ICS Learn Ethical Approval Form.. 41
Appendix 2: Questionnaire sent to Participants 47
Appendix 3: sent to Potential Participants. 51
- Introduction
1.1 Background Information
Working remotely is defined as people working from their home or from other location of their choice other than the working area, and for a payment which is provided by the employer. Working remotely has been used frequently in recent years. In today’s growing world there is an urgent need for working at home. Through working remotely, the employee can have free access towards a specific job through fewer interruptions from fellow employees in the office and communication (Baruch Y ,2001), (Bussing A,1998).
This investigation focuses on the impact of working remotely on the productivity of the customer care team at Organisation A, which is a well-known telecom provider in the middle east and north Africa, with a total workforce of 1000-2000 employees, however this research (due to its scope) is focused on the customer care team only, which operates now with 150 customer care advisors, and 10 supervisors and 3 managers, and this team is only there to answer the high-value customers calls. The number of the employees in customer care has been reduced after applying process automation and digitalisation strategies.
In particular, this study evaluates the productivity of the customer care team before and after applying working remotely as a primary mode of working in 2020 as part of the organisation’s digitalisation strategy and vision. Nevertheless, as noted by CIPD (2020) “enabling employees to work from home has many benefits. As a key component of flexible working, it helps organisations attract top talent, increase diversity and improve employee well-being”. In addition to that, remote working supports business continuity, allowing an agile.
Moreover, Technology has had a significant impact on work, making work from home and other locations possible (Grant et al., 2013). Work has turned into an “unbounded activity” to be carried out “anytime and anywhere” (Kurland and Bailyn, 1999).
1.2 Research Aim, Question, and Objectives
This research aims clearly to study the impact of remote working on the productivity, and it is narrowed at the scope of the customer care department at Organisation A, this is informed by the notion of adopting remote working in 2020 as a new mode of working at the organisation. The following research question has been chosen to be answered as part of this study. Hopefully by answering this research question it will give a clear indication to the management whether to continue adopting this new mode of working or not. This question can be summarised as “What is the impact of remote working on the productivity of the customer employees at organisation A”
In light of the stated research aim and question, this research seeks to achieve the below-mentioned objectives:
- Review the current situation or process
- Carry out academic research into the topic area
- Carry out appropriate primary research
- Analyse all research findings
- Put forward actionable recommendations
1.3 The Link Between the Research Aim, Objectives, and the Business Objectives
This investigation focuses on the impact of working remotely on the productivity of the customer care team at Organisation A, which is a well-known telecom provider in the middle east and north Africa, with a total workforce of 1000-2000 employees headquartered in UAE. Since its development 16 years ago, the organisation has been operating strategically in bringing people and business together in their operations. This is through provision of mobile and fixed services, broadband connectivity, homes and businesses. The organisation business objectives include;
- Delight their customers
- Being the employer of choice for the best talent
- Creating an optimal value for all their shareholders through business excellence and innovativeness
- Contributing to transformation of the entire community
- Delivery of their set vision through the use of their talents, skills and energies of connecting, inspiring and rewarding
As evidenced in the above Organisation A business objectives, their appreciation of talent is an important factor that they prioritise. Currently, as a result of the prevalence of the COVID-19 pandemic, Organisation A strategy of improving their employees operating environment is influenced by the Federal Law No. 8/1980 UAE labour Law that require all organisations to promote flexible working strategies. This is through remote working as a strategy of minimising the spread of COVID-19 pandemic. Even prior the emergence of the COVID-19 pandemic, Organisation A appreciate the fact that agility and flexibility is critical to successful management of their employees. This is achieved by increased automation of their talents working from distant locations and improving how they use networks for collaboration. This contributed to the organisation being offered with the GCC GOV HR Awards as a recognition of their ability to promote best practice of their employees in their working environment.
Hence, considering the identified Organisation A business objectives and its link with this project objectives, the impact to the organisation flexibility and cost-effectiveness would be evaluated.
- Literature Review
2.1 Introduction
Working from home is known as a form of flexible working due to the fact that it provides employees with an opportunity to work flexibly in order to carry out their job roles within their working environment, this can include when they work, such as, the working hours and also where they work such as the work environment (CIPD, 2016). According to CIPD (2016) flexible working has been introduced into organisations as a way for employees and employers to have flexibility within their job roles therefore allowing them to suit their personal needs. Despite of CIPD (2016) identifying flexible working as allowing employees to suit their needs, Shorthose (2004) which focuses on private sector organisations confirms otherwise that organisations are yet to fully embrace this new way of working. Hence, it can be argued that despite of flexible working leading to benefits to some organisations, not all organisations are able to benefit from this.
According to Gov UK (2015) the use of mobile working is seen to be beneficial to an organisation, however, there is concern around how to manage employees effectively as this may be extremely challenging for any business. This view is affirmed by ACAS (n.d.) which identify that while working from home may appear to be a positive form of working for many organisations. The lack of understanding is due to what Chin (2014) identifies as sense of uncertainty on whether working from home is as beneficial as some other researchers suggest throughout their studies. Contrarily, Shellenbarger (2012) disagrees on existence of a sense of uncertainty on the benefits of flexible working but pointed the only issue relates to ability of employees to appropriately split their working week. The working time problem is also affirmed in Geurts and Demerouti (2003) that pointed on the existence of uncertainties on working times and also the impact of this way of working with regard to employee’s well-being.
Further, from the reviewed studies, it is unclear on the extent in which working from home presents any negativity for employees. While Mullins (2010) only mentions on sense of loneliness which is not the case in the office, Timsal and Awais (2016) research is more detailed and mentions that employees would have to be dedicated, self-driven and also focused in order to carry out their day to day work. Contrarily, Jizba and Kleiner (1990) argued that provided the employees identify their home environment provides them with the opportunity to carry out their daily jobs correctly/effectively and efficiently, there is no any problem encountered. Therefore, from the reviewed studies, there is no elaborate negative issue associated with flexible working.
A different context presented in the reviewed studies is that flexible working is more efficient when implemented in specific organisation areas e.g. customer services. However, Bloom, cited in Timsal and Awais (2016) identified lack of measurement of whether employees working from home are dedicated and are working to their full potential. In a different view, Basile and Beauregard (2016) argued that the issue of measurement does not exist but the core issue would be HR providing an appropriate support for employees to work from home. The study findings have been confirmed by Barton (2017) study focusing on the University of Arizona and argued that in regard to strategic direction, 40% of employees feel like they are disconnected from the organisation and around a third of employees working from home feel that they do not receive enough support. Canonico (2016) also says that employees working from home become isolated both personally and professionally. In a different view supporting the effectiveness of introducing flexible working in a specific area of an organisation, Kattenbach, Demerouti and Nachreiner (2010) point out that it the role of HR to introduce and manage a scope for employer flexibility and from this they should be able to identify restrictions that are unnecessary in order to work to reduce these restrictions. Hence, it can be summarised that provided the HR is in a position of increasing predictability through the organisation and also reduce any restrictions on time, implementation of flexible working either to specific department or whole organisation will be successful. The onus is hence on the employees to identify their own preferences and working times whilst working flexibly.
2.2 The History of Working Remotely
From the reviewed studies, there is no specific timeline that identify when the concept of remote or flexible working started to exist. For instance, while Kurland and Bailyn (cited in Tietze and Musson, 2010) note that in past years that has been a shift in the style of work carried out in terms of employees’ location of work. Conversely, Ellis (2016) is more specific and note on the last 10 years and note on UK employees working from home increasing to approximately a fifth raising it to approximately 1.5 million. Also, in a different view, Trades Union Congress (2013) compares male and female participation in flexible working by noting that over the last few years, women in flexible working have increased.
The history of flexible working is also evident from its application in the public and private sector. In this case, while Wheatly (2012) point out that in public sector, the senior hierarchy is not involved in flexible working. This is nevertheless not the case in the private sector where they lack a formal policy on who should engage in the flexible working opportunities
In conclusion, the history of adoption of flexible working strategies is more time based with employees being categorised in terms of job satisfaction and work/life balance (Morganson, et al., 2010). However, previous research was focusing on effectiveness of either office-based worker or employees working from home. It is nevertheless not clear on when flexible working as a concept began to exist whether it started when technology was initiated in the workplace.
2.3 Employee Motivation and Performance Levels
Based on the findings from the reviewed sources, one of the primary reason organisations implement flexible working is to harness employee motivation and performance. This positively impact on an organisation ability to mitigate high-level employee turnover. This is confirmed by Timsal and Awais (2016) study that noted that through flexible working strategies, organisations can develop and retain their employees. Flexible working and employee retention are better expounded by James (2016) who argued that the process offers employees with an opportunity for their personal development while engaging in productive workplace activities. In a different view disagreeing with the identified findings, Canonico (2016) argued that working from home can negatively affect organisational performance which in turn may impact on the overall culture. The personal development identified by the previous studies is identified by Canonico (2016) as increased tensions and conflicts of interest. This means that employees often do not react well to change unless it is seen to be beneficial to their needs (CIPD, 2016).
However, Miles (2016) for CIPD outlines that employers will be able to avoid any risks that may be associated with flexible working arrangements. This is by treating the employees fairly and also implementing certain working rules. These include ensuring that staff have the facilities and equipment available in order to carry out their job roles, ensuring that employees feel supported by their employer and health and safety aspects. To ensure this is successful, Weatherly and Otter (2011) argued on the view that managers are best positioned in rejecting requests from the employees request for working flexibly. However, it is not elaborate on the extent in which employee performance are best positioned in harnessing the level of motivation if there is no clear path of results attainment based on their capabilities.
Despite of the identified positive impacts of flexible working to employee motivation and performance, there are equally drawbacks. At the beginning in 1990s, Jizba and Kleiner (1990) working from home limit employees’ opportunities to develop themselves and their skills and is likely to put a hold on their career growth. In a more recent study, Timsal and Awais (2016), the challenges are varying and argue that flexible working/ working from home is not suitable for all employee’s needs as this form of flexible working requires high levels of concentration, dedication, self-motivation, and control. Nevertheless, in a different context, James (2016) simply notes on issues of self-discipline, self-drive in tasks completion. Further, while the studies have not mentioned on the issue of time and the emerging challenges of flexible working, this is a major aspect owing to the increased technology and innovativeness impacting on the process. Also, none of these studies have captured the current COVID-19 pandemic issue which is a significant gap in research.
Additionally, focusing on Ctrip organisation, Bloom (2014) study made a conclusion that allowing employees to work from home will increase performance levels. The effectiveness of this study is that it focused on a call center hence the possibility of tracking the performance levels. During this interview Bloom (2014) was asked whether Marissa Mayer was wrong when she introduced a ban on employees being granted the opportunity of working from home in Yahoo as this ban could have been introduced. Contrary to the Bloom (2014) findings and conclusions, Barton (2017) that focused on Ian Wright with an experience of both working from home and in an office environment, the study concluded that working from home is not an easier undertaking leading to lack of focus. A major gap in both studies however is identification of the scope of distraction of flexible working in terms of performance and productivity. This is the point of disagreement and a research gap that need to be filled.
Finally, in regard to productivity and performance, Bailey (2012) publication compared flexible working and office-based work and identified the former as more productive. These findings are affirmed by London School of Economics and Political Science (2016) report that noted that employees working from home are seen to be a lot more productive than those who work in an office on a full-time basis. In a different context, Morganson et al (2010) note that due to the issues with job satisfaction, inclusivity and work/life balance, flexible working does not lead to an increased performance when compared to office-based working. To merge the findings from the two studies, Lewis and Humbert (2010) noted that organisations are supposed to transition from focusing holistically on flexible working policies but also have work-based working strategy at play. Perhaps through this, the weaknesses associated with flexible working will be neutralised with strengths.
2.4 Technology
A common aspect among the different reviewed studies is technology that influence the extent in which flexible working is integrated in the modern organisation’s operations. This is identified as change enabling organisations with higher opportunities to allow more of their staff to partake in this way of working. In a Roberts (2010) podcast that delved on evaluating on the number of hours spent commuting to and from work is 22 million hours daily. This view has recently been confirmed by Timsal and Awais (2016) that has provided examples of readily available new technologies for promoting flexible working practices. In a different view, Cole (2016) presented an argument that an increased use of technology in implementing flexible working strategies leads to negative impact on psychological detachment for employees working from home. Also, it is not a must that the technology used would work to the benefit of such an organisation.
Additionally, there have been some innovative influences that have affected some organisations. An example of this is Yahoo company, they introduced a ban across their organisation to prevent their employees working from home as this organisation found that working from home had a negative influence on the levels of innovation and performance (Arun Pathak et al, 2015). In addition to this, other organisations such as Best Buy have also tried to limit the use of working from home (Basile and Beauregard, 2016).
However, the study by Arun Pathak et al (2015) looks at how other technology and IT based organisations such as Google or Hewlett-Packard have not completely banned working from home, but they have introduced limits on this form of working. In a different context, a report for The Irish Times outlines that other organisations such as Apple and Amazon purely focus on recruiting employees that solely work from home on a day to day basis (Reddan, 2015). Summarising the views of the identified studies, Miles (2016) for CIPD also outlines that technology advancements have fuelled a rise in working from home and a lot more employees are now working from home than ever before. The author contradicting views could be informed by the fact that the report had utilised a limited number of respondents who could have been biased in terms of the findings provided.
2.5 Work Life Balance
The concept of work-life balance has a significant implication on the successful implementation of flexible working practices and alteration of the culture for embracing the practice. For instance, Tietze and Musson (2010) report explored on the extent in which managers transition from working from an office environment and working from home as a cultural factor. Therefore, this may suggest that this way of working cannot be steady or stable.
Additionally, this poses a question around whether managers need to be in the office on a full-time basis, a case study by McCartney and Evans (2005) outlines that support from a higher level of the organisation e.g. that managers are key to organisational success. Furthermore, a study carried out by Peters, Den Dulk and De Ruijter (2010) looks at ways in which working from home has an influence on the overall management within an organisation and alternate and change their daily working tasks to be able to respond to both internal and external pressures. Hence, the study contradicts the McCartney and Evans (2005) findings on the extent in which the employees need to be supported in facilitating work-life balance environment.
According to Timsal and Awais (2016) there are various benefits that working from home has for employees, this includes flexibility in working hours, work life balance and may suggest higher levels of performance. A case study by McCartney and Evans (2005) outlines that work-life balance is key to having a successful organisation and will allow higher levels of competitiveness to run through the business, however, there is no indication as to whether working from home allows employees to have a positive work/life balance. These findings are nevertheless substantially different from Anderson and Kelliher (2009) who pointed out that working from home increases the commitment levels of employees to the organisation and in turn provides higher levels of job satisfaction.
A study by Turcotte (2010) believes that working from home provides employees with the opportunity of having freedom in their working hours and also removes commuting times While Barton (2017) believes that various research has concluded that working from home increases levels of happiness. Bloom (2014) also outlines that levels of happiness can also be linked to employees’ being less likely to resign from the organisation as they are more satisfied within their job roles.
According to a study on Lilly UK, a pharmaceutical organisation, McCartney and Evans (2005) concluded that there are various drivers surrounding flexible working, this includes working from home in general. Working from home can be seen as one of many forms of flexible working within this particular organisation which can be seen to motivate, attract and retain staff whilst continuing to hold a competitive edge within this particular industry. The findings in this study are nevertheless distinct from those of Anderson and Kelliher (2009) as part of their study carried out interviews on flexible working and one participant commented on how the organisation managed to retain their staff due to offering a flexible working arrangement.
On the other hand, The McCartney and Evans (2005) case study is based on a pharmaceutical company, this study concludes that the implementation of flexible working policies may not be suited to the needs of the organisation and in turn this may negatively impact the customer demands, have impact on the performance levels and the quality of work performed by employees and this form of flexible working may also be costly for this particular organisation. Likewise, a study by Bloom (2014) outlined that organisations such as Ctrip are able to cut down on costs by allowing employees to work from home due to saving more space in the office and less money would need to be spent on furniture. In this particular organisation it was estimated that around $1,900 was saved per employee over the 9-month period, which could be seen to be a huge saving for the company.
Additionally, a study carried out by Mellner, et all (2016) outlined working from home as ‘boundaryless’ work and this study looked at how working from home may impact psychological detachment. It was believed by the researchers at the beginning of the study that the link between work/life balance would be a crucial factor of flexible working in order to allow employees to wind down from work, however, as the study developed, the researchers came to conclude that longer working hours can indicate an absence with psychological detachment. However, the overall study concluded that employees working from home increase the risk of always being switched on and being readily available to work.
2.6 Employers
In a study carried out by McCartney and Evans (2005) it was concluded that it is important for employers to take into consideration the below factors when implementing a flexible working policy;
Kattenbach, Demerouti and Nachreiner (2010) also outlined that flexible working practices have become extremely popular for employers due to market demands and in terms of efficiency through the workplace. Additionally, ACAS (n.d.) outlines that working from home appears to be a form of working that is slowly increasing throughout organisations. In a different context from the other two authors, Barton (2017) believes that some organisations have adopted hot-desking define this as a way of encouraging more employees to work from home which is more beneficial for the organisation as they are saving on costs and also freeing up more space in the office.
2.7 Summary
It is clear to see from the above literature that working from home is a positive factor, however, there is a little literature surrounding the impact that working from home has upon employee performance levels. Based on this, this study will continue to explore performance to gain a further understanding and to see whether this way of working should be the new normal or not, as outlined previously by Jizba and Kleiner (1990) this way of working may work well for some employees but not for others.
- Methodology
This section includes details on how the data was collected, ethical considerations and also any limitations that were presented at the time of the data collection.
According to Taylor, Bogdan and DeVault (2015) methodology can be identified as the approach taken in order to address problems and be able to seek results. In order to gain a further insight into remote working and to answer the proposed research question, quantitative data gathering method was selected as it was the most convenient way at the time being due to the nature of the research.
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