The ability to independently plan your working hours can lead to increased working hours and overtime, the desire to constantly and quickly respond to messages. Studies on the role of flexible work schedules indicate that with a constant connection to work, a person feels emptier. Due to these factors, employees experience pressure and stress at the workplace.
Studies show that telework pressure is negatively related to satisfaction with the work—life balance. Temporary flexibility in working time can also affect the perception of social isolation by employees. Employees who have autonomy in planning their time may intentionally or unintentionally reduce the duration of interactions or exclude the time for interactions with colleagues, superiors, or subordinates.
Thus, as with workplace distancing, flexible work schedules can lead to a high degree of stress, exhaustion, and feelings of emptiness, making a person experience a state of helplessness in the workplace, which is one of the symptoms of work alienation.
Besides, the susceptibility to social isolation with temporary work flexibility is important for work alienation, as this construct is associated with a broken communication and communication processes, and develops due to low satisfaction of the need for social support at the workplace.
These factors allow us to put forward the following hypothesis:. H3: With increasing temporal flexibility of work, the state of work alienation increases. The use of information and communication technologies means that employees use new media technologies, such as smartphones, tablets, laptops, and video conferences, to communicate with colleagues, superiors, or customers Demerouti et al.
Both in terms of temporary work flexibility and ICT, studies show that these factors increase the workload and, as a result, increase stress. Research on telework is controversial regarding the positive and negative effects of ICTs on social relations in the context of work.
We assume that the widespread use of ICT in work affects the distortion of information transfer and causes a lack of feedback. Therefore, we can assume that if communication between members of the organization occurs exclusively through ICT, employees are alienated from their work, team, and organization.
These assumptions allow us to formulate a hypothesis:. H4: With an increase in the use of ICT, the state of work alienation increases. We consider job insecurity to be another factor in labor conditions during the pandemic.
Job insecurity is manifested in subjective perceptions about employment and unemployment and reflects the uncertainty, insecurity, helplessness, and powerlessness that people experience when they are not sure that their work will remain stable De Witte, We consider this factor as common to workers of different professional groups, since it can reflect not only individual career prospects in the organization, but also the socio-economic conditions of society as a whole.
Based on the results of previous studies, we assume that the pandemic creates changes in working conditions in which workers perceive high job insecurity. Since work alienation is analyzed as a complex state, the job insecurity will have an impact, first of all, on such a symptom of alienation as helplessness.
Together with a feeling of unreliability and powerlessness about their future in a particular workplace, subjects feel increased alienation from their work and organization. This assumption is expressed in the hypothesis:. This study had a correlation design, used a survey method, and consisted of two parts. In the first part, in order to determine the dynamics of WA during the pandemic period, a measurement of this variable was administered to subjects who had previously participated in a dissertation research, which was devoted separately to the problem of work alienation.
Information was obtained from three time points of WA measurement: the distance between the first and second survey was 1. The second part of the study investigated the effects of working conditions on WA indicators. The first part of the study, devoted to the dynamics of WA, surveyed 62 respondents who were able to answer the questionnaire about work alienation at all three time points.
The sex distribution was The second part of the study involved people, of whom The study sample consisted of university professors. All subjects had a permanent labor contract and a hour workweek. The complete survey that includes the questionnaire "Working Conditions for Teachers in a Pandemic" took place in the second week of June From March 30, and, including the period of the survey, all subjects were transferred to telecommuting.
The data was collected anonymously; participants were informed through an introductory text about the anonymity and voluntariness of their participation. The questionnaire consisted of a scale of alienation from work at the level of satisfaction of basic needs, which included 60 questions.
The second stage of the study was to measure the influence of factors of working conditions on WA. This questionnaire was constructed as a written version of a structured interview and included 15 points, five items for each of the conditions scales. The response format ranged from 1 never to 5 always.
Statistical analysis of the data was performed using SPSS The variables were checked for normal distribution and sphericity and they satisfied these conditions Table 1. In order to test our first hypothesis, a one-way analysis of variance with repeated measurements was applied. The results, presented in Table 2 , confirmed a significant change in the indicators of work alienation in time.
The second stage of the study was conducted on a sample of participants, which allowed us to apply regression in accordance with general recommendations for the sample size. The predictor of job insecurity has a stronger effect on the assessment of WA.
The variables workplace distancing and temporal flexibility make approximately the same contribution. The influence of the ICT predictor on work alienation is weaker than the other variables. The values of the corresponding coefficients and level of significance are presented in Table 3.
The first hypothesis of our study can be confirmed, since we found a significant change in the alienation from work between measurements of this variable over time.
Work alienation, measured in the third time period, corresponding to the period of the COVID pandemic, showed a significant difference and higher rates in comparison with the first and second time periods. This leads us to the conclusion that the work alienation of university professors who were transferred to remote work increased during the pandemic. These results are consistent with previous studies considering work alienation as a construct subject to external changes in the workplace related to working conditions Chiaburu et al.
We hypothesized that certain changing working conditions influence the perception of alienation from work. So, hypothesis 2, about the influence of workplace distancing on the WA was confirmed, and workers who are forced to carry out their professional activities at a physical distance from their traditional place of work experience work alienation.
The results of the study support hypothesis 3, that temporal flexibility is a significant predictor of WA. It follows from this that the more the employee has the opportunity to plan his own work schedule, the more he is alienated from it.
These results confirm the literature on flexible working conditions and the increased use of ICT for communication in the workplace as a threat to the psychological well-being of workers. It should be noted that in this research, the studied working conditions were introduced rapidly, for prevention of infection with COVID, beyond the will and choice of workers.
On this basis, the results of our study differ from the conclusions of some studies indicating the positive consequences of telework for employees and organizations, such as increased labor productivity and increased job satisfaction. The fifth hypothesis also finds confirmation, since job insecurity is a significant predictor of WA. Therefore, the unreliability of work is a factor in predicting the dynamics of alienation from work. This study was designed to shed light on work alienation as a potential psychological consequence of changes in work organization during the COVID pandemic.
The objective was, firstly, to study the change in work alienation among teachers at higher educational institutions during the pandemic. Secondly, we aimed to study the effect of changing working conditions on work alienation. The first stage of the study revealed that the indicators of WA during the pandemic period rose. The increasing alienation from work during a pandemic provides a new look at the dynamics of this construct, since the psychological literature shows a shortage of longitudinal studies on this topic Zeller et al.
It can be assumed that work alienation is a relatively time-stable construct that remains unchanged under stable environmental conditions. At the same time, alienation from work can increase with changing working conditions that frustrate the satisfaction of psychological needs in the workplace Kanungo, In the second part of the research, we studied some working conditions that arose or changed during the pandemic.
We found that workplace distancing, temporary flexibility of working time, the use of ICT, and job insecurity determine the work alienation of teachers at higher educational institutions.
Future research should be aimed at a more detailed study of the psychological mechanisms that determine the impact of these working conditions on WA. As variables that play a mediating role in this influence, the work—life balance and loneliness in the workplace could be studied. The possible moderator effect of the need for affiliation and psychological quality of life could also be studied.
As noted above, the investigated working conditions were forced upon employees in unusual circumstances and were not selected by them based on their intentions and preferences regarding the organization of their work. It would be promising to study violations of the psychological contract, as well as the role of autonomy regarding the impact of working conditions on WA.
Concerning practical applications, the results of this study are valuable for the light they shed on the possible consequences of reorganization and structural changes in organizations. The results indicate that providing employees with temporary flexibility for working hours and the ability to perform their work duties at home using ICT rather than in the office can have negative consequences, in the form of increased work alienation.
Based on these considerations, we recommend that heads of organizations planning to transfer employees to remote work use a differentiated approach, depending on the psychological characteristics of the employees, to develop methods for preventing work alienation under changed working conditions. As noted above, three time points on one sample of subjects were compared to measure the dynamics of work alienation, with unequal time intervals between the surveys.
This limitation is due to the field condition of the study, as we considered unplanned changes caused by pandemic conditions. In the future, we plan to investigate the dynamics of WA using a long-term study with a large number of equally distanced time segments. The small sample size, consisting of 62 subjects, in the first part of the study should also be noted. Feedback on the third measurement point was low, since not all study participants could be contacted for the third segment of the survey.
For future research, it would be necessary to conduct a longitudinal study on a larger sample. Archibald, W. Marx, globalization and alienation: Received and underappreciated wisdoms. Critical Sociology , 35 2 , — Aigner, L. Development and validation of a German work alienation questionnaire.
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Work alienation can happen for several reasons. Workers may not feel empowered to speak their minds because their bosses don't let them know they want employee feedback. Employees might be scared to speak up or think it's inappropriate to volunteer an honest opinion if their boss isn't asking for it. Additionally, work alienation could occur if bosses aren't paying appropriate attention to employees.
A performance review once a year is not enough to evaluate and track employee performance properly. Managers being in constant communication with employees and holding regular one-on-one meetings can remedy this. If an employee is working remotely while the rest of the team is in the office, they might experience work alienation and feel out of the loop.
If you host team-building activities and give your remote employees the tools they need to stay in touch with the team, they're less likely to experience work alienation.
Employers should treat employees like human beings, not just workers. If they don't, work alienation is likely. For instance, employees may feel alienated if they are reprimanded for taking time off.
Employers creating a paid time off PTO policy , giving employees holidays and sick days, and being flexible when they have emergencies will make them feel more valued and seen. If your team isn't already remote, you could also set up a work-from-home system so that when employees need to stay home for the day, they can do so without repercussions.
Tip: You can keep your remote workforce connected and engaged with the best remote working tools , such as Slack, Zoom, and Convene. Read our Microsoft Teams review and our Basecamp review to learn about some good options. When employees feel alienated from their managers and co-workers, they feel like objects, or nameless cogs in the machine. Alienation makes employees feel like they're not needed in their jobs. As a result, they feel no loyalty to the company and are eager to look for other jobs.
There are many ways companies alienate employees, sometimes without even realizing it. That's why it's essential to pay attention to the signs your employees are giving you. Here are some ways you may be alienating your employees and how to correct it, according to OfficeTeam:. Alienation comes in several forms, and all are damaging to an employee's morale and the overall company culture. Kylie Ora Lobell. Keeping workers in the loop and giving them a chance to shine are just two of the ways you can keep your employees happy and engaged.
Workplace alienation happens when employees feel separated from themselves and others. Employees often feel alienated from production, themselves, and others at work, and employers must take an active role in preventing those feelings. Transparent communication, an open-door policy, and employee recognition programs are some ways company leaders can prevent alienation. This article is for business owners and managers who want to understand workplace alienation in order to improve retention and their employees' happiness.
Why does alienation happen? What does alienation do to an employee? Here are some ways you may be alienating your employees and how to correct it, according to OfficeTeam: Keeping them in the dark. Instead: Whenever feasible, give your staff updates on the company's financial performance and long- and short-term goals, and explain what this information means for them and their jobs. Being in the loop will help employees feel more connected to the organization.
Not asking for their input. Instead: Actively seek feedback from your team members. Keep an open-door policy as well as an open mind so that it's easy for employees to approach you, and encourage other managers and leaders in your company to do the same. You should also reach out to employees who may be uncomfortable voicing their thoughts to ensure their ideas are heard.
Keeping them boxed in. Instead: Encourage your staff members to take on new responsibilities and projects. This gives them a chance to build confidence and achieve greater things. Ignoring their goals. Instead: Talk to your team members about their ambitions, and work with them on meeting those objectives. It's crucial for employees to set career goals to feel they're working toward a larger objective, and just as critical for the company to support their professional aspirations.
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