Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
After the COVID 19 pandemic forced many office workers to work remotely, many employers are now trying to bring their employees back to the office. However, many employees are resisting these calls, with claims that they can be equally, if not more productive while working remotely. Anecdotal evidence suggests that work performance can fluctuate in remote or in-person environments and from person to person. However, which environment generates better performance on average has not been well understood. In addition, whether there are differences in predictors of performance in remote vs. in-person settings is another under-researched area. Accordingly, acknowledging that this is an empirical question, this study will investigate work performance of individuals in remote or in-person work environments and attempt to explain why each person’s work performance was inhibited or enhanced. The participants will be shown two different tasks and instructed to perform each task within both environments. Once participants complete their tasks, they will be invited to a survey measuring their personality and other potentially relevant constructs to explain the reasons they may have to perform better when doing remote work instead of in-person, or vice versa.
Date
October 2022
Subject
Industrial and organizational psychology
Document Type
posters
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by/4.0/
Included in
Remote or in-person work: how does personality and qualifications relate to performance
After the COVID 19 pandemic forced many office workers to work remotely, many employers are now trying to bring their employees back to the office. However, many employees are resisting these calls, with claims that they can be equally, if not more productive while working remotely. Anecdotal evidence suggests that work performance can fluctuate in remote or in-person environments and from person to person. However, which environment generates better performance on average has not been well understood. In addition, whether there are differences in predictors of performance in remote vs. in-person settings is another under-researched area. Accordingly, acknowledging that this is an empirical question, this study will investigate work performance of individuals in remote or in-person work environments and attempt to explain why each person’s work performance was inhibited or enhanced. The participants will be shown two different tasks and instructed to perform each task within both environments. Once participants complete their tasks, they will be invited to a survey measuring their personality and other potentially relevant constructs to explain the reasons they may have to perform better when doing remote work instead of in-person, or vice versa.
Department
University of Tennessee at Chattanooga. Dept. of Psychology