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Search Completed | Title | Remote working and its management Attitudes and perceptions of future workforce
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Text | Remote working and its management Attitudes and perceptions of future workforce | 002
Author(s) Aronen, Miia
Type of publication Bachelor’s thesis
Language of publication: English
Number of pages 55
Permission for web publi- cation: x
Title of publication
Remote working and its management
Attitudes and perceptions of future workforce
Degree Programme in International Business
Supervisor(s) Saukkonen, Juha
The aim of this study was to define future workers’, i.e. the millennial generation’s, per- ceptions and attitudes related to remote working and its management. With the goal of obtaining insights of how remote working is seen as a way of work by the upcoming major- ity of the workforce, qualitative focus group interviews were conducted to examine what expectations and appealing as well as dispelling factors were raised by the discussion.
Due to globalization and rapid technological development, multicultural teams are becom- ing increasingly common. Therefore, the aim was to examine remote working from an in- ternational perspective rather than focus on any specific nationality. The primary data con- sisted of two focus group interviews which were implemented in November 2016. The in- terviews included a total of 12 participants representing both genders and seven nationali- ties.
The theory and reviewed previous studies revealed that remote working was mostly val- ued because of the advantages brought by its flexibility. On the other hand, the greatest weakness of remote working were the problems resulting from the lack of face-to-face in- teraction. Interaction with colleagues was linked by the millennials, for example, to learn- ing and ideation, networking and to the sense of belonging.
Although the strengths and weaknesses were viewed rather similarly compared to the pre- vious research, the millennial participants of this study also named other threats of remote working. The results highlighted the threat of decreased skill development and the lack of self-discipline in remote working. The interviewees emphasized the managers’ role in re- mote work planning and management in view of maintaining efficient communication and social ties to the working community.
remote working, teleworking, millennial, knowledge work, management
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