Virtual Work in a Post-Pandemic World: Responding to Elon Musk’s Back to Work Ultimatum

?????????????On Friday June 3rd, Elon Musk issued an ultimatum to his employees at Tesla telling them that they must return to the office full time or he “will assume [they] have resigned” (Musk, 2022 as cited in Tabahriti, 2022).?This email comes in the middle of his negotiations to buy Twitter, a company that has permitted employees to continue working from home permanently, even after the pandemic ends (Kantrowitz, 2020).?These stark contrasts in perspectives demand our attention once again as organizations now consider the future of virtual work arrangements for their employees in a post-pandemic world.?This article reviews the current literature to examine the advantages and disadvantages of virtual working arrangements, evaluate the factors that can facilitate a successful virtual work experience, and consider the impact of back to work ultimatums on employees and companies.

The Rise of Virtual Work

?????????????Virtual work arrangements have been around for decades, though the Covid-19 pandemic made them a necessity for many businesses around the world striving to keep their business running, protect the welfare of their employees, and comply with government mandates (Burrell et al, 2021; Gerich, 2022; Henry, le Roux, & Parry, 2021; Kohont & Ignjatovi?, 2022; Miglioretti et al, 2021; Murphy, 2021; Tsen et al, 2021).?In 2009, Golden cited that “more than 11% of the US workforce [was engaged] in telework” (p. 242), and in 2022, Kohont & Ignjatovi? cite estimates between “30 to 50 percent of people in the Western economies have worked remotely during the pandemic” (p. 1). This is a significant increase during the last decade. ?The type of work that these individuals have engaged in includes a wide variety of arrangements that must be defined in context to be understood. ?Virtual work arrangement is a broad term which encompasses remote work, telework, telecommuting, work from home, homeworking, distributed work, and flexible work arrangements (Bartel, Wrzesniewski, & Wisenfeld, 2012; Byrd, 2022).??Many terms for alternative working arrangements have been used interchangeably alongside multiple definitions in recent literature attempting to create a clear definition that allows for “precise and valid measures for quantification” (Lunde et al, 2022, p. 12).?Henry, le Roux, & Parry (2021) provide several definitions from scientific literature that have been used over the decades to describe these different work arrangements.?A select few definitions are included here to provide context for the following discussions.?

?????????????Virtual work has been used as “a broader term…to describe individuals, groups of individuals, or organizations who do not interact face-to-face because of geographic dispersion yet who interact using technology in some fashion” (Allen et al., 2015, p. 43 as cited in Henry, le Roux, & Parry, 2021, p. 4).?Narrowing our scope slightly, remote work is an “arrangement in which the employee resides and works at a location beyond the local commuting area of the employing organisation’s worksite; generally includes full-time telework and may result in a change in duty location to the alternative worksite” (US Office of Personnel Management, 2013, p. 18, as cited in Henry, le Roux, & Parry, 2021, p. 4). ?A final definition with the narrowest scope is telework, defined as “work arrangements in which employees perform their regular work at a site other than the ordinary workplace, supported by technological connections” (Fitzer, 1997, p. 65 as cited in Henry, le Roux, & Parry, 2021, p. 3).?Each of these definitions provide a slightly different perspective on how virtual work arrangements utilize technology to perform work duties at a location other than the company’s primary facilities.?

?????????????Additional factors have also been considered when studying virtual work in scientific literature.?Kohont & Ignjatovi? (2022) explain that three primary factors can help understand the effects that virtual work has on employees, including “how often” one participates in virtual work, “when” they participate in virtual work, and “where” they participate in virtual work (p. 3).?For some individuals, the how often may be as frequently as every day, while others work virtually as little as one day per month (Michinov et al, 2022; Miglioretti et al, 2021).?Discussing when employees work could mean that a company is providing employees the discretion to select their own hours and shifts to accomplish their work, providing a set of hours that employees can shift their start and end times, specifying a range of hours or days of the week employees can work virtually, or allowing employees to take one or two hours off for appointments in the middle of their workday (Antonacopoulou & Georgiadou, 2021; Burrell et al, 2021; Tsen et al, 2021).?Where people work can also indicate the type of virtual work they are engaged in.?Employees who work away from their company’s main campus but are still located at a peripheral site can still be engaged in a type of remote or virtual work, whether it be across the country, across the world, or merely across town at a client location (Bartel, Wrzesniewski, & Wisenfeld, 2012; Henry, le Roux, & Parry, 2021).?Other individuals may be engaged in work from a home office, coffee shop, library, or even their beach house (Burrell et al, 2021).?The complexity of virtual work arrangements is not limited to where employees work, but also when they work and how often they are able to participate in virtual work.?

?????????????The nature of some professions has also led to differences in who is able to participate in virtual work arrangements.?Burrell and colleagues (2021) explain that individuals who are able to engage in virtual work tend to be “professionals and highly skilled workers who…are likely to be higher educated, and with higher income levels…and makeup what is referred to as a knowledge society” (p. 211).?Many workers in essential occupations have been limited in whether they can engage in virtual work arrangements, while other fields are able to do so in abundance and with ease (Murphy, 2021).?Additionally, some fields had little time to prepare for the mandatory work from home policies and travel restrictions issued by governments, and consequently have had a more difficult time adapting to the technology and tools that make virtual work possible, while occupations such as IT professionals have been well prepared for the changes, often helping in the transition for most businesses (Henry, le Roux, & Parry, 2021; Kohont & Ignjatovi?, 2022; Michinov et al, 2022).?Some professions have had ample opportunity to utilize virtual work arrangements, while in other occupations the opportunities are scarce.?The perceived fairness arising from a lack of virtual work arrangements has led to some employees to look for opportunities in other companies where they can have the option to work away from the office part of the time, while others have expressed frustration at being called into work for a task that could have been performed remotely (Choi, 2020; Surányi, 2021).?This begs the question: why are some companies enabling employees to engage in virtual work while others are more resistant to these changes?

Advantages and Disadvantages of Virtual Work

?????????????The scientific literature examining the effects of virtual work arrangements have mixed results as to whether it is beneficial or detrimental for the employees and the company.?Many of the advantages for employees include financial benefits and time saved by not having to commute to work, which can lead to a better work-life balance resulting from time saved (Licite-Kurbe & Leonovica, 2021; Michinov et al, 2022).?Additionally, employees experience increased autonomy such as an increased sense of control over their schedules and even increased flexibility with how and when they complete work tasks (Candel & Arn?utu, 2021).?This increased flexibility has also allowed some individuals to be more involved in home activities such as childcare, eldercare, and household chores, though there is conflicting evidence to whether this is more beneficial for employees or more distracting (Murphy, 2021; Pradoto et al, 2022; Surányi, 2021).?There is also evidence to suggest that virtual work can reduce employee stress and increase job performance, though these results are also mixed, suggesting that there are differences in work stress and home stress in which the advantages from one are neutralized by the disadvantages of the other and vice versa (Choi, 2020; Murphy, 2021).?Additionally, there has also been research into the increased opportunities for women and minorities who would otherwise be disadvantaged by traditional work roles, though the benefit for these groups is also unclear as some studies have reported negative effects due to increased pressures and responsibilities for women (Candel & Arn?utu, 2021; Choi, 2020; Kohont & Ignjatovi?, 2022; Murphy, 2021).?While the effects of several of these benefits are clearly seen in multiple studies, additional research needs to be conducted to understand the true effects that virtual work arrangements have on other attitudes and people groups.

?????????????One effect of virtual work arrangements that appears to be more negative is the lack of boundaries between work-life and home-life which has resulted in some blurred roles and spillover between these domains.?Employees may not be able to make the distinction between when they are at work or when they are at home because there is no longer a barrier that separates being at work and being at home (Choi, 2020; Kohont & Ignjatovi?, 2022; Lunde et al, 2022; Surányi, 2021).?Additionally, employees may feel increased pressure to assist customers or clients because technology now allows them to be always available outside of traditional work hours that might have been kept in the office (Kohont & Ignjatovi?, 2022).?Perhaps the most notable disadvantage for employees is feelings of physical, mental, and social isolation including lack of face-to-face interaction, lack of communication between team members, loneliness, and failure to share knowledge and resources with team members (Antonacopoulou & Georgiadou, 2021; Bartel, Wrzesniewski, & Wisenfeld, 2012; Burrell et al, 2021; Byrd, 2022; Candel & Arn?utu, 2021; Golden, 2009; Kohont & Ignjatovi?, 2022; Michinov et al, 2022, Miglioretti et al, 2021; Murphy, 2021).?Miglioretti and colleagues (2021) have referred to isolation as the “dark side of telework”, noting that this can be a significant detriment to a person’s well-being (p. 18).?Other potential disadvantages include decreased job satisfaction, though not all studies agree as to whether job satisfaction increase or decreases as a result of virtual work (Candel & Arn?utu, 2021).?Some studies suggest that employees who participate in virtual work all the time or without the option to work in the office may experience more dissatisfaction than employees who are able to utilize virtual work arrangements part of the time at their own discretion (Candel & Arn?utu, 2021; Choi, 2020; Gerich, 2022). ?Additionally, employees may face pressure and resentment from coworkers who do not have the option or capability to participate in virtual work, while other employees may find that remote work limits their career options because they are less visible in the company (Candel & Arn?utu, 2021).?Many of these disadvantages for employees can be reduced when addressed appropriately by organizational leadership and managers.?

?????????????There are also numerous advantages for companies to realize by implementing virtual work arrangements. ?For many companies, “telework is being increasingly viewed as essential in business continuity planning” (Golden, 2009, p 245).?The Covid-19 pandemic forced many employers to consider how their virtual work policies could ensure the company’s continued operations in the midst of lockdowns, travel restrictions, and future emergencies (Choi, 2020; Henry, le Roux, & Parry, 2021).?Other benefits include reducing costs for office space and overhead, reducing absenteeism and employee sick days, increased employee performance, and higher retention rates (Choi, 2020; Burrell et al, 2021; Gerich, 2022; Golden, 2009; Licite-Kurbe & Leonovica, 2021; Tsen et al, 2021).?While employers can realize many of these benefits by allowing employees to engage in virtual work arrangements, some of these benefits come at a cost to either the company or the individual.?One cost to the individual can be presenteeism, the feeling that an employee must work virtually even when they are sick (Gerich, 2022).?While this could be beneficial for the employer, it can affect the health of the employee, especially if employees are not sure what their employer’s expectations are for taking sick leave in a virtual work environment.?Overall, many of these benefits result in economic savings for the company which will help offset the cost of implementing virtual work arrangements.

?????????????Organizations may need to invest financial and technological resources in order to provide employees with the option to engage in virtual work arrangements (Licite-Kurbe & Leonovica, 2021).?However, not all the costs to the organization can be measured in financial terms.?Physical isolation can impact employees as discussed earlier, but it can also cause feelings of being alienated from the organization, potentially leading to perceptions of low respect from employees and management, counter productive work behaviors, shirking, or withdrawal behaviors (Antonacopoulou & Georgiadou, 2021; Candel & Arn?utu, 2021; Kohont & Ignjatovi?, 2022).?Additionally, the communication barriers that exist between employees can also be felt by managers who must learn to address these new challenges to facilitate more effective communication between team members and learn new methods of managing virtual employees (Burrell et al, 2021; Murphy, 2021).?Research has generated a lengthy list of pros and cons both supporting virtual work and cautioning against its shortcomings.?Ultimately, the success of virtual work arrangements is influenced by organizational leadership, organizational culture, and the individual’s unique personality and circumstances.

Virtual Work and Leadership

?????????????Leadership has an important role in providing employees with the technology, resources, and support they need to work from home effectively.?Research has indicated that providing employees with the support and resources they need can reduce the negative effects of isolation while improving employee satisfaction (Kohont & Ignjatovi?, 2022).?In addition to providing training to employees on new technologies to facilitate virtual work, management should also communicate clear expectations for employees regarding acceptable work hours and distribution of workloads (Burrell et al, 2021; Kohont & Ignjatovi?, 2022).?Employers will need to be mindful of circumstances in which some employees require extra accommodations and other employees may be picking up some slack. ?For instance, managers can provide employees with flexible time off to handle personal matters that come up during work hours, signaling to employees that the organization cares about their needs (Tsen et al, 2021).?This translates into another dimension of leadership which can support a virtual work environment.?Research by Byrd (2022) examines how the barriers presented by virtual work arrangements require leaders to “reimagine how a culture of inclusion transfers to a remote environment so that people can maintain a sense of belonging” (p. 145).?One way to facilitate this sense of belonging is to encourage increased interactions between team members and managers through information and communication technologies which can help bridge the distance between virtual teams (Byrd, 2022; Choi, 2020; Golden, 2009; Henry, le Roux, & Parry, 2021; Michinov et al, 2022).?While a lack of communication and interaction can create distance and barriers between employees and the company, leaders who encourage new methods of interaction and engagement can facilitate successful virtual work arrangements where employees feel connected and included in the organization.

Virtual Work and Organizational Culture

?????????????Organizations can develop a culture of inclusion that will support successful virtual work arrangements, which help to minimize the negative side effects that pose a risk to the employees and company.?Some speculate that organizations which allow their employees more autonomy may find they are more successful in implementing virtual work arrangements than organizations that are more bureaucratic and structured, while others have suggested that virtual work arrangements could be successful in these settings when values of “predictability, accountability, and control over workers“ are accepted as normal and there exists relationships of mutual trust between employees and managers (Byrd, 2022; Choi, 2020, p. 488). ?While not all company cultures can sustain virtual work arrangements, many companies can implement these practices provided they are intentionally designed and consistent with a culture that will support the arrangements. ?Some companies may choose to keep this flexible for their employees, while other companies may find that setting specific guidelines and structures will help maintain order as employees elect to participate in virtual work.?For some companies, simply creating a virtual work policy may not be enough to encourage employees to utilize it. ?Tsen and colleagues (2021) explain that “an organizational culture that upholds long working hours, micro-management or low employee empowerment may discourage” employees from engaging in virtual work (p. 467).?In this type of culture, virtual work arrangements may heap additional stressors on employees who attempt to utilize these arrangements, especially if they sense that management does not trust them to do their jobs or are constantly checking in to make sure they are still working at the end of the day.?This does not account for the added pressure from peers who feel that employees engaging in virtual work are not contributing as much to the team as employees who are required to work in the office (Golden, 2009).?Organizational leaders must be aware of the tension between employees who may not have the opportunity to participate in virtual work as frequently and strive to develop a culture of inclusion rather than permit exclusionary practices to persists (Byrd, 2022).?For individuals who might normally be disadvantaged by working in a traditional work environment, a virtual environment can provide them with new ways to contribute to the company and develop a sense of belonging.

Virtual Work and the Individual

?????????????Finally, the success of virtual work arrangements can depend on the individual’s personal circumstances and personality.?Virtual work may not be suited for everyone.?Golden (2009) explains that some people prefer face-to-face interactions and may not do well in a virtual environment, while other people may find they “thrive on the comparative solitude” (p. 247).?Research by Candel & Arn?utu (2021) and Michinov and colleagues (2022) examine how different personality characteristics can help or hinder individuals in a virtual work environment. ?Michinov and colleagues (2022) found that personality characteristics “such as agreeableness, openness to experience, or consciousness appear to be positively related to telework acceptability and employees’ well-being, while mixed-results were found for extraversion and neuroticism” (p. 3).?Additional considerations should also be made for the employee’s working conditions in their virtual workspace.?If employees are working from home, the presence of children, pets, spouse, or elderly parents can all have an impact on their work experience.?If there are challenges within this environment, those should be communicated to the employee’s manager who can help the employee with accommodations that will facilitate a healthier workspace and work-life balance (Kohont & Ignjatovi?, 2022; Licite-Kurbe & Leonovica, 2021; Michinov et al, 2022; Miglioretti et al, 2021; Pradoto et al, 2022; Terry, 2022).?The challenges and stressors that employees face will be unique to that individual.?Virtual work arrangements can provide employees with the flexibility to manage these personal and family challenges while still being able to work and earn a living.

The Future of Virtual Work

?????????????Even though virtual work arrangements have been around for decades, its accelerated adoption during the advent of the Covid-19 pandemic has many people believing it will become normal in the future of how people work (Antonacopoulou & Georgiadou, 2021; Tsen et al, 2021).?Organizations will have to consider how they design jobs, roles, technologies, and social structures in the future to support virtual work arrangements and reap the benefits for the company and employees.?Antonacopoulou & Georgiadou (2021) note that the location where work is done cannot be separated from the future of work.?Where we work will have an impact on our mental and physical health, our social interactions, and our level of identification with our company and coworkers.?Some researchers have suggested that companies may switch to a hybrid working environment which allows for employees to participate in virtual work arrangements part of the time while doing work in the office the rest of the time, though others have questioned if companies will ever return to traditional work models (Kohont & Ignjatovi?, 2022; Murphy, 2021).?However, announcements like the one coming from Elon Musk on Friday, June 3rd indicate that not all organizations are ready to allow employees to utilize virtual work arrangements as a regular part of their job.

?????????????Musk’s ultimatum to employees may set an unfortunate precedent for companies who wish to issue similar mandates.?Musk’s attitude reflects a sentiment that is noted in interviews conducted by Surányi (2021), in which “some people think that people do not work when they work from home” (female, education & R+D, p. 231).?This distrust in his employees could be corrosive to the relationship between management and employees.?If some employees were already experiencing feelings of isolation and disconnection from the company, this ‘return or resign’ mindset could push them over the edge so they start looking for other jobs that will offer more support for virtual work arrangements and work-life balance.?While it is important for companies to be profitable, companies should not sacrifice the health and wellbeing of their employees by mandating them to “[live] in the factory” like their CEO (Musk, 2022 as cited in Tabahriti, 2022).?Musk’s attitude towards virtual work arrangements also raises concerns for employees of Twitter who have been utilizing virtual work arrangements from the start of the Covid-19 pandemic and don’t plan on going back.?Will Musk attempt to mandate employees of Twitter to return to a traditional office environment, or will Twitter’s company culture be able to resist such ultimatums??One could speculate as to what his comments might mean for investors.?The implications that Tesla is heading back towards traditional work practices might signal to investors that the company is not willing to be flexible with innovations in the future.?On the other hand, the rigid structure of control might be encouraging to other investors who believe it will lead the company to be more effective.?Tesla, like many other organizations, must decide whether the advantages that virtual work arrangements provide the company and employees outweigh the disadvantages.?The research indicates that these benefits can be realized from virtual work arrangements, but it takes intentional action from organizational leaders who understand the culture of their organization and the needs of their employees in order to be successful.

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