The Influence of Covid-19 on Employers’, Managers’ and Workers’ Perception of Flexible Work Arrangements

Table of Contents

1 COVID-19 as a transformational trigger for the future of flexible work arrangements

2 Theory and Status Quo

2.1 Well-being in companies

2.1.1 Employee well-being and job satisfaction

2.1.2 Effects on the company and the workforce

2.1.3 Affective-Events Theory

2.2 Perception of flexible work arrangements

2.2.1 Forms of flexible work arrangements

2.2.2 Perception of flexible work arrangements before COVID-19

2.2.3 Perception of flexible work arrangements during COVID-19

3 Methodology

3.1 Research Design: Mixed-Method

3.1.1 Qualitative Study

3.1.2 Quantitative Study

3.2 Interviews

3.2.1 Selection criteria

3.2.2 Realisation of the interviews

3.3 Qualitative Content Analysis

3.3.1 Mayring’s QCA (2014)

3.3.2 Adaptation and procedure in the study

4 Empirical Analysis

4.1 QCA of the Interviews

4.1.1 Flexibility

4.1.2 Concentration and distraction

4.1.3 Communication

4.1.4 Cooperation

4.1.5 Personal relations

4.1.6 Technical equipment

4.1.7 Emotional stability

4.1.8 Job performance

4.1.9 Work time

4.2 Quantitative questionnaire findings

4.2.1 Results divided by hierarchy groups

4.2.2 Results divided by other factors

4.3 Consolidation, summary and interpretation

5 Discussion

5.1 Implications for theory

5.2 Implications for practice

5.3 Limitations and directions for future research

6 Conclusion and Outlook

6.1 Assessment of the research question and hypotheses

6.2 Reflexion

6.3 The new normal of flexible work arrangements in Germany

Objectives and Topics

This master's thesis examines the impact of the COVID-19 pandemic on the perception of flexible work arrangements among employers, managers, and workers. The research aims to identify how different hierarchical levels perceive remote work, which factors influence their subjective well-being, and how organizations can optimize future work models.

• Differences in perception of flexible work arrangements across hierarchical levels (CEO, manager, worker).
• Influence of the COVID-19 pandemic on job satisfaction and productivity.
• Role of Affective Events Theory (AET) in explaining employee well-being during forced remote work.
• Challenges associated with balancing work, private life, and childcare during mandatory teleworking.
• Development of recommendations for hybrid work models and organizational leadership.

Excerpt from the Book

Summary of Chapters

1 COVID-19 as a transformational trigger for the future of flexible work arrangements: Introduction to the shift towards mandatory remote work during the pandemic and formulation of research questions and hypotheses.

2 Theory and Status Quo: Establishment of the theoretical framework using Affective-Events-Theory and review of existing literature on job satisfaction and flexible work.

3 Methodology: Detailed explanation of the mixed-method research design, including semi-structured interviews and quantitative questionnaires.

4 Empirical Analysis: Presentation and interpretation of the qualitative and quantitative data categorized by key factors such as flexibility, communication, and job performance.

5 Discussion: Analysis of the implications for management theory and practice, alongside limitations of the study.

6 Conclusion and Outlook: Evaluation of the research question and hypotheses, concluding with an outlook on the "new normal" for work in Germany.

Keywords

Remote work, Subjective well-being, Perception of flexible work, COVID-19, Job satisfaction, Mixed-method, Hierarchical levels, Employee performance, Affective Events Theory, Organizational culture, Work-life balance, Teleworking, Digitalisation, Leadership, Productivity.

Frequently Asked Questions

What is the core focus of this master's thesis?

The thesis investigates how the transition to mandatory remote work during the COVID-19 pandemic influenced the perceptions and subjective well-being of different hierarchical groups, including workers, managers, and CEOs.

What are the central thematic fields explored in the research?

The research focuses on flexibility, communication, concentration, cooperation, personal relations, technical equipment, emotional stability, job performance, and work time.

What is the primary objective of this study?

The primary goal is to analyze how different hierarchical levels view flexible work arrangements and to identify factors that support employee well-being during crises to create more sustainable future work models.

Which scientific methods are applied?

The study employs a mixed-method approach, combining qualitative semi-structured interviews with 12 professionals and a supplementary quantitative questionnaire evaluated using IBM SPSS Statistics.

What is the main contribution of the empirical analysis?

It provides in-depth qualitative insights into how personal circumstances—such as having children—and professional roles impact the perception of remote work, while validating these findings with quantitative data.

Which key terms describe the essence of the work?

Key terms include Remote work, Subjective well-being, Job satisfaction, Affective Events Theory, and hierarchical differences.

How does the perception of remote work differ between CEOs and workers?

The study reveals that managers and CEOs often held more negative or cautious perceptions, while many workers found the increased flexibility and lack of commute highly beneficial for their well-being.

What role does childcare play in the findings?

The research identifies lack of external childcare as a significant negative factor, causing emotional strain for employees regardless of their hierarchical position during the pandemic.

What conclusion is drawn regarding future work arrangements?

The findings suggest that companies should adopt a hybrid or "mixed model" of remote and office work to leverage the productivity gains of teleworking while maintaining necessary social and professional connections.