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Communication Challenges in Remote Work

Addressing Communication Challenges in Remote Work Environments

Wenjia Zhang

Johns Hopkins University

AS. 480.600.81: Research & Writing Method

Professor Michael Bayer

February 20, 2024

Addressing Communication Challenges in Remote Work Environments

Remote work has become even more recognized in the last few years, mainly because of the COVID-19 pandemic, as a way to deal with complex communication, but some people still need help to adapt to this trend. As business encourages the use of remote work and homework, it is essential to know how to address the problems with communication in these non-traditional working environments to ensure staff harmony, efficiency, and well-being (Tuzovic & Kabadayi, 2021).

The research in the area of communication difficulties in the work of remote employees sets forth several significant issues that can affect organizational culture and employees’ lives. On the one hand, the absence of face-to-face interaction generates feelings of isolation, disconnection, incorrect communication, and unfamiliarity with remote workers. Remote employees may have a problem with expressing themselves while communicating with their colleagues or interpreting their facial expressions. Therefore, they may struggle to build suitable rapport and stay in stable relationships at the workplace.

Moreover, asynchronous communication tools that include emails and messaging applications potentially result in long-time delays and an excessive volume of information that might be detrimental in a remote working environment (Lal et al., 2021). Now, the remote teams depend on updated digital communication approaches; this is why we should clarify all communication protocols and expectations so that information can be transmitted faster and the team can come together to understand each other. Given this fact, the distance from the workplace when working remotely may also stunt team collaboration and innovation through problem-solving.

Furthermore, out-of-office work can heighten work-life imbalance and burnout by drawing the bridge close between the professional and private realms (Chan et al., 2022). The fact that workers, remote or otherwise, are constantly connected to devices and accessible around the clock, it becomes the obligation of organizations to promote healthy work habits, create pause times when feasible, and stipulate guidelines as regards working hours and working from anywhere. In addition to these challenges, remote work may pose linguistic and cultural barriers for multinational teams, leading to misunderstandings and conflicts. Differences in language proficiency, communication styles, and cultural norms can impact communication effectiveness in virtual teams, highlighting the need for cross-cultural training and intercultural sensitivity among remote workers.

This research brief intends to study the communication problems arising from engaging in remote work from the perspective of both individuals and organizations. It provides the audience with strategies and best practices for tackling these issues. After analyzing the written materials on remote work communication, this brief gives actionable ideas for workers, managers, and policymakers who would develop more efficient communication in the online environment. The research question is how do the communication issues in remote workplace settings affect organizational productivity and employees’ well-being, and what are the ways of curtailing these issues?

References

Chan, X. W., Shang, S., Brough, P., Wilkinson, A., & Lu, C. (2022). Work, life and covid‐19: A rapid review and practical recommendations for the post‐pandemic workplace.
Asia Pacific Journal of Human Resources,
61(2), 257–276. https://doi.org/10.1111/1744-7941.12355

Lal, B., Dwivedi, Y. K., & Haag, M. (2021). Working from home during covid-19: Doing and managing technology-enabled social interaction with colleagues at a distance.
Information Systems Frontiers,
25(4), 1333–1350. https://doi.org/10.1007/s10796-021-10182-0

Tuzovic, S., & Kabadayi, S. (2020). The influence of social distancing on employee well-being: A conceptual framework and research agenda.
Journal of Service Management,
32(2), 145–160. https://doi.org/10.1108/josm-05-2020-0140

Samples Studies

Galanti, T., Ferrara, B., Benevene, P., & Buonomo, I. (2023). Rethinking the unthinkable: A delphi study on remote work during COVID-19 pandemic.
Social Sciences,
12(9), 497. https://doi.org/10.3390/socsci12090497

Abstract: Background: The outbreak of COVID-19 pushed organizations towards the adoption of new ways of organizing the workplace, to contrast the diffusion of the virus as well as to ensure the production of goods and services. Many workers and employers were suddenly forced to switch to forms of remote work, quite often without any real preparation to successfully deal with these changes. This exploratory study aimed to investigate the point of view of Italian HR managers on the introduction of these new ways of working in Italian SMEs, to underline both the advantages and risks of remote work and to provide a shared list of best and worst practices related to remote work adoption. A Panel of 19 Italian experts of HR management was recruited in April 2022 to perform a Delphi study. They were asked to take part in an anonymous and asynchronous discussion started with stimulus questions, on their remote working experience during the pandemic. A mixed- methods approach was adopted for data collection and analysis. Results: Five principal themes emerged, related to both the positive and negative implications of the adoption of hybrid and remote work, namely: work-life balance, environmental sustainability, impact of working life on individual wellbeing and health, and technological improvement. The content analysis was realized with the use of the T-Lab software, stressing the risks of inaccurate planning and management of these new ways of work. Conclusions: This is the first application of a Delphi study in the Italian context on the impact of COVID-19 on work-life transformative processes. The results highlight the importance of clear communication, transparency, trust, and technology in successfully implementing remote and hybrid forms of work. By implementing these best practices, organizations can create a work environment that supports remote and hybrid work, fosters collaboration, and maintains productivity. The findings of this study can serve as a useful guide for organizations that are transitioning to remote or hybrid work models.

Shockley, K. M., Allen, T. D., Dodd, H., & Waiwood, A. M. (2021). Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting.
Journal of Applied Psychology,
106(10), 1466–1482. https://doi.org/10.1037/apl0000970

Abstract: Given the huge increase in remote work that has accompanied the Coronavirus disease (COVID-19) pandemic, understanding predictors of performance and wellbeing among remote workers has never been more timely. Effective communication is commonly cited as key to remote worker success, yet communication variables are rarely incorporated into remote work research. In the present study, we examined the relationship between communication frequency, communication quality, and supervisor- set communication expectations with daily job performance and burnout in an occupationally-diverse sample of employees. We used an experience sampling design and our hypotheses were tested with data collected over a 4-week period with a sample of 471 employees who shifted to full-time remote work due to COVID-19. Results indicated that daily communication quality was associated with daily performance and burnout. In addition, the extent to which supervisors established expectations about communication practices (e.g., expected response times to email) at the onset of the transition to remote work was positively associated with performance, but not burnout. Task interdependence was also tested as a moderator. Task interdependence moderated the relationship between communication quality and performance, such that the relationship was stronger when task interdependence was higher than when it was lower. Task interdependence also moderated the relationship between supervisor-set expectations and performance such that the relationship was stronger when task interdependence was lower than when it was higher. Expected curvilinear relationships between communication frequency and outcomes were not detected. Based on our findings, we provide recommendations for practice and future research.

van Zoonen, W., Sivunen, A., Blomqvist, K., Olsson, T., Ropponen, A., Henttonen, K., & Vartiainen, M. (2021). Factors influencing adjustment to remote work: Employees’ initial responses to the COVID-19 pandemic.
International Journal of Environmental Research and Public Health,
18(13), 6966. https://doi.org/10.3390/ijerph18136966

Abstract: The COVID-19 crisis has disrupted when, where, and how employees work. Drawing on a sample of 5452 Finnish employees, this study explores the factors associated with employees’ abrupt adjustment to remote work. Specifically, this study examines
structural factors (i.e., work independence and the clarity of job criteria),
relational factors (i.e., interpersonal trust and social isolation),
contextual factors of work (i.e., change in work location and perceived disruption), and
communication dynamics (i.e., organizational communication quality and communication technology use (CTU)) as mechanisms underlying adjustment to remote work. The findings demonstrate that structural and contextual factors are important predictors of adjustment and that these relationships are moderated by communication quality and CTU. Contrary to previous research, trust in peers and supervisors does not support adjustment to remote work. We discuss the implications of these findings for practice during and beyond times of crisis.