The interactions of employee engagement, telecommuting and performance for the future of work

Abstract

The COVID-19 pandemic catalysed a monumental shift in the world of work, particularly in the Information Communication Technology sector, where telecommuting gained prominence. As organisations adapt to a ‘new normal’ owing to a transformation in workplace practices, it is imperative as dictated by the study’s objectives to understand the interactions of employee engagement, telecommuting propensity, and employee performance, more so in a developing country, like South Africa, in preparation for the future of work. The new global behavioural norm has forced organisations and employees to adapt quickly to the rapidly changing work environment. Global trends indicate a substantial increase in telecommuting adoption, especially during the COVID-19 pandemic. However, this has led to the emergence of some challenges to employee engagement and performance with profound implications for the healthy well-being of employees. More specifically, these challenges can instigate reduced employee engagement, increased turnover, and lower productivity, ultimately impacting organisational competitiveness and sustainability. This raises serious concerns as the success or failure of an organisation depends on its workforce, especially the extent to which they are engaged at work and are productive. With the uptake of telecommuting in the ICT sector that plays a critical role in the South African economy, any negative effects that emanate from the practice of telecommuting will potentially bode dire consequences for the future of work in South Africa. The ramifications of an inadequate comprehension of key employee outcomes and their correlation to telecommuting in a developing economy context such as South Africa, characterised by elevated unemployment rates are profound. Specifically, this study hypothesises direct relationships between employee engagement and telecommuting propensity, employee engagement and employee performance, as well as telecommuting propensity and employee performance. Further, this study hypothesises that telecommuting mediates and moderates the relationship between employee engagement and employee performance, as well as employee engagement dimensions (physical, cognitive, and emotional) and employee performance. Finally, in pursuit of the objective about moderated-moderation, this study analyses the moderating role of demographic variables, namely age, educational level, and organisational profile in the telecommuting propensity moderated relationship between employee engagement, its dimensions and employee performance. The results of this study will be instrumental to driving change by informing practice, guiding decision-making, and advancing knowledge in the domains of business management, human resources, and business strategy. Employee engagement is illuminated through the Employee Engagement Theory, and basically refers to an employee's emotional, physical, and cognitive commitment to their organisation. Telecommuting is elucidated through the Social Exchange Theory, and it explains the reciprocal relationship between employers and employees. Finally, employee performance is defined through the Triarchy Model of Employee Performance that encompasses task performance, contextual performance, and adaptive performance. This study employed a positivist, deductive, quantitative, and cross-sectional methodology in pursuit of its research objectives. To distribute the survey instrument, a combination of snowball, purposive, and self-selection sampling techniques was used. A total of 1368 questionnaires were distributed, although 1054 employees in the South African ICT sector accessed the survey. Of these, 478 responses were complete, resulting in an effective 45% response rate. Statistical techniques that encompassed descriptive statistics and inferential methods spanning factor analysis, correlation analysis, regression analysis, and structural equation modelling were employed in the study, to analyse and interpret the data as well as generate empirical findings. The study discovers direct, moderating, and moderated-moderation relationships among some of the study’s constructs. Employee engagement and physical engagement are positively related to employee performance. Further, employee engagement is positively related to telecommuting propensity while telecommuting propensity only moderates the relationship between cognitive engagement and employee performance as well as the relationship between emotional engagement and employee performance. The study also found nuanced moderated-moderation effects of age on relationships between some of the study’s constructs. In the new era of telecommuting, employees need to adapt, learn, and innovate. Organisations and managers must strive to ensure that the future of work is inclusive, collaborative, sustainable, and human-centred. In times of uncertainty like the COVID-19 pandemic, keeping employees engaged and productive is vital for organisational survival and continuity. Managers should encourage collaborative workspaces and face-to-face meetings to improve team bonding, knowledge sharing, and innovation in a bid to strengthen workplace relationships. In sectors like ICT, high employee engagement is key for productivity and employee performance, as engaged employees typically work more effectively towards organisational goals. This study provides novel empirical data, knowledge, and insights related to the interconnectedness of employee engagement, its dimensions, telecommuting propensity, and employee performance. Theoretically, this study makes a unique contribution to the fields of business management, human resources, and business strategy. Methodologically, this study provides empirical evidence by means of the introduction of telecommuting propensity as an intervening variable, while interrogating hypothesised relationships with structural equation modelling and the construction of reflective higher order constructs of employee engagement and employee performance. Practically, the study contributes - through actionable recommendations for organisations and managers to encourage preparedness and adaptation, for the future of work.