Open access peer-reviewed chapter
Abstract
The COVID-19 pandemic has accelerated the adoption of remote work in South Africa, leading to changes in work patterns and practices. This has resulted in a shift towards flexible work arrangements and a move away from traditional office-based work. The scope of this trend includes the impact on productivity, the changing role of technology, the importance of work-life balance, and the challenges and opportunities for employers and employees. The trend towards remote work is likely to continue beyond the pandemic, making it important for employers and policymakers to understand the trends and patterns to adapt to the new normal of work.
Keywords
- remote work
- new normal
- trends
- post-COVID-19
- South Africa
1. Introduction
The COVID-19 pandemic had a profound impact on work patterns worldwide, including South Africa and in recent years, South Africa has witnessed a notable shift in work patterns, driven by various factors such as technological advancements, changing societal expectations, and the unprecedented events of the COVID-19 pandemic. These shifts have resulted in the emergence of new ways of working, challenging traditional norms and providing opportunities for flexibility, productivity, and work-life balance and as noted by Munyeka and Munzhedzi [1], owing to the COVID-19, a lot of negative impacts on human activities in terms of private and work life had been affected and life has the world knew, changed.
There is no doubt that COVID-19 had and is still having an impact on businesses around the world and notably, on the relationship between organizations and their respective employees. This chapter explores the changing landscape of work patterns in South Africa, shedding light on the key trends and their implications for individuals, organizations, and the broader economy [2, 3, 4]. As a result of the global pandemic, companies worldwide were compelled to implement the work-from-home (WFH) policy, causing a sudden transition for employees who had to adapt to remote work for the first time [5]. Notable trends adopted in South Africa are hybrid work models, virtual onboarding, flexible work hours, and distributed workforces. For this chapter, remote work will be the emphasis.
2. Remote work, boundary management and work-life balance
The pandemic forced many South African businesses to adopt remote work arrangements to ensure the safety of their employees. Companies implemented work-from-home policies, which led to a significant increase in virtual meetings, telecommuting, and the use of digital collaboration tools.
Even before the COVID-19 pandemic, remote work was a crucial topic in the work-family space, but its significance has since grown. Working remotely was regarded before the epidemic as an essential component of juggling work and family obligations [6], as it gives people more flexibility [7]. As some research has been done prior to COVID-19 when employees have the flexibility to select where to work, Anderson and Kelliher [8] argued that it is crucial to recognize that these experiences will vary. Employees were consequently unable to choose their place of employment during the COVID-19 pandemic because of the social distance limits that were in place, forcing them to work from home during the lockdown [9]. The drawback of working remotely comprises a blurred line between work and family during the COVID-19 pandemic [10].
The barriers between work and family may also be physical, as the boundary theory suggests. In other words, when job and family activities coexist in the same setting, people may suffer. Purwanto et al.’s [11] study, for instance, discovered that teachers who are working from home during the COVID-19 epidemic said that having a nice workstation at home was helpful in terms of accomplishing their work-related duties and reconciling their work with family. There was a clear physical separation between work and family thanks to the home office layout. In other words, teachers would report to work during business hours and leave their desks to take care of home responsibilities after business hours. Scholars have provided data on how employees experienced the change to remote working in a condensed period to have a better understanding of the context of working remotely during the COVID-19 pandemic.
3. Remote work in South Africa
Even before the 2019 COVID-19 coronavirus pandemic, remote working was a thing. Due to the COVID-19 epidemic, which compelled these organizations to adjust swiftly and strategically, remote working has recently increased in popularity across a variety of organizations worldwide. A variety of terms that are related to one another and, in some ways, mean the same thing have been used to study remote working. The phrases telecommuting, virtual working, working from home (WFH), and teleworking are frequently used to describe remote work.
Remote work has become an increasingly prevalent trend in South Africa, particularly in the wake of the COVID-19 pandemic [2]. A study by Saurombe et al. [12] highlighted that remote work recently gained traction globally due to the coronavirus disease 2019 (COVID-19) pandemic, however, not all companies promptly adapted this. The adoption of remote work has accelerated in South Africa, driven by advancements in technology and the need for social distancing measures [4]. A study by Stats [3] revealed that a significant portion of the South African workforce has transitioned to remote work arrangements, indicating a notable shift in work patterns. According to Rajagopaul et al. [2], the new normal has prompted organizations in South Africa to reimagine traditional work structures and embrace remote work as a long-term solution.
Contemporary trends in South Africa suggest that remote work offers benefits such as increased productivity, improved work-life balance, and reduced commuting time [4]. Since the world is now having more emphasis on remote work than traditional working, it becomes important to compare the two being according to Nield [13], traditional work is slightly different from remote work. In a traditional work setting or environment, employees partake in face-to-face interactions, which improve productivity since there is guidance from other employees.
4. Traditional and remote working comparisons
Refs. [14, 15] assert that a fully outfitted workspace has historically come with several benefits for many organizations. Many people have found that working in a setting that encourages attention is easier, and they value the separation of their personal and professional life.
The chance to socialize outside of their homes is also useful; many people make friends at work who last longer than their employment with the firm, and some forge relationships that are advantageous to the organization [16, 17]. Making connections with co-workers can lead to successful commercial relationships and strong team ties. Because people are more persuaded in a face-to-face setting, having a professional office environment is frequently essential to maintaining relationships with important clients [18].
Remote work enhanced productivity, adaptability, global access, cost savings, superior workforce, and environmental impact. However, it poses issues and difficulties that could include social isolation, slackness, trouble planning activities, and other adverse effects towards individuals. According to Jalagat and Jalagat [19], introducing the idea of remote work should be done with caution to properly inform and guide people affected, as well as to help them make wise decisions [20]. Employers and employees, particularly in poor countries, did not have enough time to create appropriate WFH strategy and policy due to the fast introduction of remote working in response to the COVID-19 epidemic.
5. The advantages and drawbacks of remote work for employees
According to recent research [21], WFH provides a lot of advantages. According to Gigauri [20], employees who work remotely benefit from flexible hours. First, people who work from home (WFH) appreciate the independence of setting their own schedules, which enables them to attend to other appointments while working, which helps them feel less under pressure and enables them to finish jobs easily.
Employees can benefit from working remotely thanks to the second benefit, which is cost savings. Employees reduce their travel expenses and commute times. While they are at work, employees also save money on day-care and transportation. The third benefit is a change in setting; without supervisors around, employees are more likely to work independently and have more freedom to roam about than they would in an office. Employees who commute every day and spend a lot of time in traffic tend to be anxious by the time they get to work, which can have a negative impact on their productivity for the day. The fourth benefit of remote work for employees is that there are low levels of stress. Finally, there is an improvement in motivation and productivity since people may feel more satisfied with their jobs when they work remotely [20].
In contrast, there are also drawbacks that employees and organizations encounter because of the abrupt switch from working on-site at the employer’s premises to working remotely, including the loss of motivation among staff members due to the atmosphere difference between a home and an office [17, 21]. Social media, entertainment on television, and family members can all be sources of distraction when one is at home. Second, there is less teamwork because people who work remotely are not exposed to it and communicate less with one another. Employees may not be informed of current problems or happenings inside the company as a result. Thirdly, feeling alone and unable to connect or exchange ideas can have a negative effect on an employee’s performance and productivity [16].
6. Contemporary work trends in South Africa
The changing work landscape in South Africa has led to a notable shift towards flexible work arrangements, with employees having the option to work remotely or adopt flexible work schedule [3]. A study by Rajagopaul et al. [2] highlights that the COVID-19 pandemic has accelerated the move away from traditional office-based work in South Africa, as organizations embrace remote work and flexible work arrangements.
According to BusinessTech [4], the new normal in South Africa has brought about a significant shift towards flexible work arrangements, allowing employees to work from home or choose alternative work locations. The adoption of flexible work arrangements and the departure from traditional office-based work has become a prominent trend in South Africa, driven by technological advancements and the need for increased work-life balance [3].
Around the world and in South Africa, the following are being used in this post-Covid-19 era.
Flexi place or telecommuting: Working from home or at a nearby office (other than a distant company office) is referred to as telecommuting or flexible place of employment. According to a study by Munyeka and Maharaj [22], access to or availability of flexible work arrangements had no effect on the organizational commitment of childless employees. According to another study by Tipping et al. [23], relationships with superiors, coworkers, and clients are built at work, and flexible work schedules help with this. Work also serves as a representation of achievement in this study.
Job sharing: This is the division of tasks among two or more employees. Khalil et al. [24] states that this gives the job sharers a lot of job flexibility and time to take care of other responsibilities, as well as improving the quality of work because two people sharing a job with one person have a higher chance of achieving high performance than when the job has been completed by one person. Working part-time and using a different area than where one is officially stationed as a convenient place to work closer to home is referred to as “part-time flexi place.”
In a study, Munyeka [25] noted that flexible work options like flexitime, which enables employees to choose their desired starting or finishing times, and working from home help people to reduce the number of hours they work.
Figure 1 shows a survey of 2000 professionals conducted to find out about perceptions of remote working.
Figure 1.
What South Africa says about remote working. Source: [
Figure 1 is an indication of what the future trends regarding remote working in South Africa are shaping up currently and for the future.
7. Employer advantages and disadvantages of remote work
Organizational expenses such rent, maintenance, computers, phones, offices, utilities, supplies, parking spaces, and other costs are minimized, according to Lupu [27]. According to Gigauri [20], if long commutes are eliminated and workplace disruptions (coffee breaks, coworker disruptions, etc.) are decreased, organizations will also experience an increase in productivity.
According to Greer and Payne [28], impediments like illnesses, unavoidable personal responsibilities, unfavorable climatic conditions, and psychological unfitness, among others, usually increase absenteeism. These impediments would be more disruptive to employees working from their employer’s premises, as opposed to those working remotely. This brings us to the third benefit of remote work for organizations: reduced absenteeism. The option of hiring people who might not otherwise be able to go to work, such as mothers, people with disabilities, and employees who live distant from their place of employment but do not want to move is the fourth benefit [28]. Finally, according to Greer and Payne [28], the organization stands to gain by limiting the spread of infectious diseases among personnel, which disrupts work and adds to costs.
Even with remote information technology (IT) [27] notes that working remotely can create issues with electricity, Internet connection, and gear that are more challenging to resolve at home. The loss of control over the workers is another drawback of remote labor. As a study by Munyeka [25] highlighted that loadshedding presented a challenge in terms of loadshedding which impacts on remote work. The study by Munyeka [25] asserted that, in South Africa and many parts of Southern Africa there is a power deficit resulting in planned blackouts to ease the strain on the electricity resources. The Electricity Supply Commission (ESCOM), also known as the Electricity Voorsienings Kommissie (EVKOM) in South Africa, introduced rolling blackouts in 2008, based on a rotating schedule when supply was insufficient. Because of inadequate capacity or to prevent a countrywide blackout, load shedding involves cutting off parts of South Africa’s electric grid. Munyeka [25] mentioned that load shedding was ongoing in 2021. Unfortunately, in 2023, the rolling blackouts are still ongoing.
Organizations are concerned that employees may put personal errands before of work or delegate their jobs to others, thereby weakening organizational authority, according to Thorstensson [29]. Data security risks could arise because of this. Problems with productivity and work quality are the third setback. Distractions in workers’ homes were cited by supervisors as a drawback. They also expressed dissatisfaction with the lack of resources for carrying out duties linked to their jobs when working remotely, such as technical tools and files kept at the main workplace [30]. This further poses challenges to the effective performance management of employees [31].
Thorstensson [29] concludes that the company’s drawbacks include both the responsibility issue that comes when office equipment is used off-site as well as the possibility of damage or misuse to the equipment.
The contribution of human resource management to efficient remote working.
Recently, the COVID-19 epidemic created incredibly difficult conditions for HR management (HRM). Human resource professionals must assist their employees in adjusting to the quick changes occurring in both the workplace and society [5]. COVID-19 has a significant impact on jobs and may lead to career shock, claim [32]. HRM must now adapt to the increased levels of stress among its employees because of remote working, which has weakened the boundaries between work and family life [33].
According to Hite and McDonald [34], blockchain, virtual reality, artificial intelligence, mechanical technology, and digital systems are some examples of new technologies that will change how HR professionals carry out their jobs. Hite and McDonald [34] asserts that to adapt to technologically advanced employment and increase their employability, workers need master new skills. Through HRM, they might receive assistance in implementing new technology in the workplace. Employees find it difficult to adopt new technologies on their own, thus HR professionals need to assist them in planning their well-being and acquiring digital skills.
8. Remote workings impact on employee productivity
The COVID-19 pandemic made working from home (WFH) the new way of working [35]. South Africa was also affected just like the world and no matter their age or gender, COVID-19 compelled millions of individuals to stay at home, blurring the line between work and private life.
At home, the presence of partners and children (especially if still in their childhood) engaged in work and school activities, the disruption of child-care and education services observed during the pandemic and having to contribute towards household chores greatly affected remote workers [36]. For example, employees must regularly prepare meals three times a day (breakfast, lunch, and dinner) for the whole family, assisting children to connect with their online distance teaching in the morning, assisting with their homework in the afternoon, and spending some quality time with them when their homework is completed. As a result, employees must work with greater family-work conflict, which we believe negatively affects their job productivity and work engagement while impacting on stress related to the remote work pending completion, in line with the previous literature [35].
Workplace isolation is another important key feature of WFH during the pandemic [37]. Although previous research highlighted that social isolation is one of the main drawbacks of remote work [38, 39, 40, 41], its incidence has inevitably increased during this period. The pandemic has exposed people to social confinement and thus higher levels of loneliness [42, 43], which may correlate with declining work satisfaction and performance as well as stress enhancement [37].
9. The changing role of technology
During the so-called first wave of the COVID-19 pandemic, governments in several nations imposed stringent lockdowns, forcing many people to remain at home where they had to come up with creative methods to work and amuse their family. Since the initial wave of the pandemic, this circumstance—i.e., forced remote work—has expanded people’s usage of digital devices for both leisure and employment objectives [44]. The changing role of technology led to South African organizations investing more into technology in a bid to address the changing dynamics of the workplace.
As a result, a lot of people were forced to pick up a new method of working quickly, which made it challenging to maintain a healthy work-life balance [45]. Digital platforms’ intrusiveness and technological complexity have changed the type, pattern, and duration of work, increasing uncertainties and testing people’s skills and competencies [45]. Additionally, the pandemic has increased technology use for social connection, information seeking, entertainment, and other non-work-related activities [46]. As a result, during the epidemic, individuals have primarily relied on technology-mediated social communications (such as social media platforms) and entertainment.
These changes in technology use in private settings have been abrupt and disruptive, demanding a high level of resilience and adaptability from users. First, an excessive use of technology may cause technostress [47, 48], which is defined as a situation of stress experienced by an individual due to their use of technology [49, 50, 51].
10. Opportunities, organizational future directions, and HRM intervention insights
Discussions regarding the future of work have been prompted by COVID-19, which has pushed organizations to be more innovative and creative [52]. It has sped up both the disruption of HRM and the adoption of future-focused scenarios [53]. For instance, Germany recently passed new legislation to allow video conferencing in two locations to facilitate the use of remote working in businesses [54]. Therefore, implementing remote working is the standard that currently seems to be emerging in organizations. To confirm that all organizations that have implemented remote working will do so going forward, past COVID-19, is earlier, however, according to some writers [55]. Given that they have just introduced this work arrangement, they are probably evaluating its effectiveness before making a choice. As a result, they are unsure of how it may impact workers’ productivity and performance at this time [55].
Despite its drawbacks, working remotely gives employees the chance to choose their own schedules, reduce commute times, increase job autonomy, and gain experience with cutting-edge ICT [56]. Additionally, it gives businesses the chance to make the most use of and cut expenditures associated with their resources, such as office space. Non-contact businesses, which include telecommunication, remote support services, and online education, present growth potential for several company sectors, such as in Korea [57].
The administration of workplace safety and health has benefited from the new technology. It has aided in putting into practice the choice to keep the workers at home and shield them from the risk of infection while they continue to perform work for the company. Additionally, it has aided medical practitioners, such as psychologists, who have continued to provide care to the populace via telehealth networks while respecting physical seclusion rules. For instance, during the pandemic in China, telemental health services [58] hotlines, online consultations, and online courses were all used to deliver mental health services. Carmela [13] added that to ensure that productivity and performance are prioritized, modern firms should significantly improve their rules and practices around remote work. They should also strengthen their current capabilities.
11. Contribution and organizational consequences in practice
The business world is prone to catastrophes. Nobody, however, could have foreseen a crisis of the magnitude of COVID-19, which has accelerated the disruption of conventional HRM practices and posed significant difficulties for managers and HRM practitioners who lacked the knowledge, resources, and skills necessary to deal with the complexity and novelty of this pandemic. This chapter contributes to the emerging understanding of remote working in South Africa in the context of the COVID-19 pandemic. This research can help human resources with constructive insights to help them assess opportunities and developments in an environment of threat and uncertainty. When work skills differ from the traditional office requirements of the past, for example, it is important to understand what training approaches can be used using the work-family framework and boundary theory. A work-family balance plan should also consider the detrimental effects of work-family conflict.
In addition to these difficulties, COVID-19 has created opportunities that businesses should be aware of to plan their future HRM activities effectively. To help managers and HRM practitioners understand the primary problems and possibilities linked to COVID-19, this chapter conducted a general literature review.
12. Conclusion and recommendations
This chapter gave readers insights into current trends and patterns in South Africa and evaluated the benefits and drawbacks of remote work, which has become a contentious topic in today’s business world.
To develop a solid foundation for extending the concept to many firms, a deeper understanding of the problems and trends surrounding remote working is required, particularly in assessing and tracking performance of remote workers. The patterns of working remotely and the interactions between the work and family domains during the prolonged COVID-19 epidemic are timely insights offered in this chapter.
Policy developers and industrial organizational practitioners should also pay attention to challenges in remote working. Remote working has been documented as an attractive option in the current digital phase, because of the flexible working arrangement opportunity to work globally with other academics according to Anderson and Kelliher [8] and spend less time and money on commuting and more time at home with children.
Thus, industrial, and organizational psychology practitioners need to deliberate the fit between remote work and the person [58, 59], and develop policies that accommodate a diverse group of employees such as funding home-office set ups as part of working remotely, and clear guidelines on how employees will be held accountable for their performance in a virtual setting. These guidelines can assist those with less self-disciplined to be more goal-focused and promote productivity.
In conclusion, remote working could be advantageous depending on how the management sees it and as a finding by Munyeka and Maharaj [60] found, promotion of good work life balance policies results in workers feeling a sense of collegiality and camaraderie at work, which improves their sense of self-worth and provides them a sense of belonging.
However, there is currently no established methodology for evaluating the performance of remote employees for purposes of merit-based employee promotions in South Africa. Therefore, it is advised that additional assessments and studies be carried out, particularly in South Africa, to specifically evaluate the viability of the concept and a comparative study with other nations who had been utilizing remote working for quite a few years to benchmark good practices as well as assist individuals, businesses, and the nation in formulating a more enhanced policies and procedures prior to finally implementing the concept.
Acknowledgments
The author received no research grant or funds for this research study.
Wiza Munyeka (ORCiD: https://orcid.org/0000-0003-2351-9860).
Conflict of interest
The author hereby declares that THE work is original and has not been published before and that it has not been evaluated by another journal editorial committee.
Competing interests
The author declares that no competing interest exists.
Funding information
This research received no specific grant from any funding agency in public, commercial or not-for-profit sectors.
Data availability statement
Data sharing does not apply to this article.
Disclaimer
The views expressed in this chapter is the author’s own and not an official position of the university based in the Limpopo Province, South Africa.
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