Teleworking and work-family balance in public educational institutions

• Date: 11 September 2024
• Pages: 880-895
• DOI: https://doi.org/10.1108/IJPSM-01-2024-0003
• Published date: 11 September 2024
• Subject Matter: Public policy & environmental management,Politics,Public adminstration & management
• Author: Marine Mateus Costa,Antônio Alves Filho,Ana Katarina Pessoa-de-Oliveira

Teleworking and work-family

balance in public

educational institutions

Marine Mateus Costa

Institute Federal of Rio Grande do Norte, IFRN, Natal, Brazil

Ant^

onio Alves Filho

Department of Public Administration and Social Management,

Federal University of Rio Grande do Norte, Natal, Brazil, and

Ana Katarina Pessoa-de-Oliveira

Faculty of Business and Public Management, University of Zaragoza, Huesca, Spain

Abstract

Purpose –This article aims to investigate teleworking in public institutions, specifically focussing on the

perspectives of technical-administrative employees at a Brazilian federal educational institution.

Design/methodology/approach –The research methodology involved the use of guided semi-structured

interviews with public servants. The analysis applied a prior set of categories derived from the advantages

and disadvantages of teleworking, as well as the favourable and unfavourable aspects of the interaction

between teleworking and family relationships.

Findings –The findings reveal a range of benefits associated with teleworking, primarily an improved quality

of life for workers. However, the study also identified significant challenges, including excessive workload, social

isolation and difficulties in separating personal and professional life, corroborating with previous studies.

Research limitations/implications –It is crucial to note that the majority of participants in the study have

children or dependants, which could potentially influence their teleworking strategies and experiences. This

demographic factor may play a significant role in how participants navigate their work-from-home routines

and manage their responsibilities, especially during the COVID-19 pandemic.

Practical implications –Working from home presents two sides of the same coin according to the vision of

those involved in this type of work. Public organisations should know in depth the challenges faced by their

workers to prioritise planning that monitors their workforce and achieve success with teleworking.

Originality/value –The insights from this study provide valuable guidance for the development of

evidence-based teleworking policies and practices in public educational institutions.

Keywords Performance, Management, Work-life balance, Flexibility, Public sector, Telecommuting

Paper type Research paper

1. Introduction

Teleworking has emerged as a focal point of discussion in recent years, particularly in light

of the COVID-19 pandemic, which compelled numerous organisations—public educational

institutions included—to pivot towards remote work models. To grasp the ramifications of

teleworking on the work-family balance (WFB) in these settings, it is essential to embed this

inquiry within the wider academic conversation surrounding work-life balance (WLB)

(Metselaar et al., 2023;Palumbo et al., 2022;Dandalt, 2021;Parent-Lamarche and Boulet,

IJPSM

37,7

880

The authors wish to thank the Editor-in-Chief, Rocco Palumbo, and the two anonymous reviewers for

their invaluable guidance and constructive feedback throughout the review process. We also appreciate

the insightful comments provided by Luciana Mour~

ao Cerqueira e Silva, and Silv^

ania da Cruz Barbosa

on earlier versions of this manuscript. Additionally, we are thankful for the time volunteered by TAE in

contributing to this research.

Funding: The authors received no financial support for the research, authorship and/or publication

of this article.

The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/0951-3558.htm

Received 12 January 2024

Revised 20 March 2024

11 May 2024

27 July 2024

24 August 2024

Accepted 27 August 2024

International Journal of Public

Sector Management

Vol. 37 No. 7, 2024

pp. 880-895

© Emerald Publishing Limited

0951-3558

DOI 10.1108/IJPSM-01-2024-0003

2021;Palumbo, 2020;Charbonneau and Doberstein, 2020), especially as it pertains to the

public sector.

With the convergence of information technology and the internet, as well as related

communication technologies such as video conferencing, the concept of Information and

Communication Technologies (ICTs) has emerged (Eurofound and ILO, 2017). The adoption

of ICTs in the public sector is a reality in many areas, yet we focus on the realm of human

resources. Electronic recruitment, as studied by AbdulKareem et al. (2024), has revealed

positive impacts on public value outcomes and the utilisation of social networks. Marler and

Parry (2016) assert that the use of ICTs has facilitated other essential functions of human

resource management, such as virtual online training platforms, automated management of

compensation and benefits, computerised performance assessments based on outcomes, and

self-service options for employees. In the same vein, Tong et al. (2022) explore the use of

organisational websites to attract human talent. Pernici et al. (2024) emphasise that the use of

data mining techniques can enhance the management of performance within the Italian

judiciary, providing precise feedback to judicial leaders and promoting organisational

learning. Besides all these functionalities, ICTs and the internet have intensified the practice

of teleworking; resources have been invested in its modernisation, and it has become more

and more popular worldwide, making it increasingly feasible to work anytime and anywhere

(Metselaar et al., 2023;Konradt et al., 2000).

The phenomenon of teleworking is not recent, but its utilisation was catalysed by the

COVID-19 pandemic, which enforced social isolation (Mour~

aoet al., 2021) as one of the main

means to prevent the spread of the virus (SARS-CoV-2). The global shift towards teleworking

in response to the pandemic has brought with it a series of challenges and opportunities for

both public and private enterprises. Firstly, the urgent need for rapid and effective adaptation

to new forms of remote work has tested the ability of many organisations to maintain

productivity and efficiency (Medarevi

c, 2022). In this context, Mour~

aoet al. (2021) highlight the

managerial challenges identified in their study on e-leadership. Teleworking has brought to

light issues related to mental health and the well-being of workers (de Sousa et al., 2022), who

now face the challenge of balancing professional demands with family and household

responsibilities (Parent-Lamarche and Boulet, 2021). On the other hand, teleworking has also

brought benefits such as schedule flexibility, reduced commuting time, and the ability to work

from anywhere in the world (Metselaar et al., 2023). Sandall and Mour~

ao (2020) emphasise that

this work modality offers greater flexibility, while simultaneously requiring a more robust

trust in each collaborator’s capacity for self-management.

Furthermore, teleworking offers individuals the advantage of temporary and partial

flexibility as evidenced by De Menezes and Kelliher (2011). However, it is crucial to

acknowledge that there is currently no evidence supporting a direct correlation between this

flexibility and performance or other related outcomes (Metselaar et al., 2023).

Nevertheless, further investigation has highlighted the correlation between teleworking,

e-management competence, job satisfaction, and the impact of working from home on the

balance between professional and personal life (Mour~

ao et al., 2021). Palumbo (2020)

observed that teleworking from home had an adverse effect on the work-life harmony of

public sector employees. Those who worked remotely from home experienced exacerbated

conflicts between their personal and professional responsibilities, increased work-related

fatigue, and a deterioration in their perception of the balance between their personal and

professional lives. In the same vein, Wesemann’s (2023) findings indicate that a high level of

quality in both the direct supervisor and the supervisor’s manager strengthens and improves

the relationship between job satisfaction and the frequency of teleworking.

Given this scenario of change and uncertainty, it is essential to disseminate studies on the

impacts of teleworking to develop policies and practices that ensure a healthy and

sustainable work environment for all, especially for Technical-Administrative Employees

International

Journal of Public

Sector

Management

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