The impact of the managerial innovation of teleworking on the work-life balance of employees during covid-19

Abstract

The relationship between human resources management practices and innovation is often seen as a black box, with many facets yet to be explored. The COVID-19 pandemic was a real catalyst, forcing managers to review their working methods, innovate and digitise their operations at a frantic pace. Faced with this unprecedented situation, they have had to rapidly adapt their organisational methods to adapt to the new reality shaped by an unprecedented economic climate. In the spring of 2020, a large number of employees found themselves teleworking, while their spouses and children were also at home due to the widespread confinement. This forced cohabitation exacerbated the already existing challenges of reconciling work and family obligations, particularly during busy periods such as mornings and late afternoons. In this context, the aim of this article is to take an in-depth look at the impact of the adoption of teleworking as an innovative managerial practice on employees' work-life balance. To do this, we will undertake an in-depth analysis of the existing literature in order to shed light on this complex and dynamic relationship. In this context, our study aims to analyse the impact of the introduction of telework as an innovative management method on workers' work-life balance. To do this, we will draw on an in-depth analysis of the existing literature to shed relevant light on this complex relationship. By exploring different theoretical perspectives and the results of previous research, we will seek to gain a better understanding of the implications of teleworking on the reconciliation of employees' work and family responsibilities.

Keywords: managerial innovations, telework, COVID, work-family articulation

JEL Classification: O15, O31

Paper type: Theoretical Research