Managerial Attitudes Towards Remote Work: Impact on Employee Performance in the Post-Pandemic Era

Abstract

The rapid shift to remote work during the COVID-19 pandemic has fundamentally altered workplace dynamics. This thesis explores managerial attitudes towards remote work and its impact on employee performance, focusing on collaboration and organizational culture in the post-pandemic era. Drawing on role theory, identity theory, and the concepts of reactive and proactive change, the study examines how managerial perceptions influence team dynamics and performance evaluations. Using a mixed-method approach, 101 managers from diverse sectors completed surveys assessing their attitudes towards remote work, team interdependence, and employee performance across multiple dimensions. The study investigates three hypotheses: (1) managers generally have a negative attitude towards remote work; (2) managers overseeing highly interdependent teams are more likely to have a negative attitude; and (3) managers’ negative attitudes correlate with lower performance ratings for remote-working employees. Findings show that while managers’ attitudes are neutral to positive, they vary significantly based on team interdependence. Managers of highly interdependent teams expressed greater challenges in maintaining collaboration and communication in remote setups, leading to less favourable views of remote work. However, negative management attitudes did not significantly bias performance evaluations, suggesting that managers maintain objectivity when rating employees.Positive managerial attitudes towards remote work were associated with higher ratings of employee contributions to organizational culture and teamwork, irrespective of remote work frequency. This indicates that fostering managerial support for remote work can enhance employee engagement and organizational outcomes. This research offers practical implications for organizations and managers navigating hybrid work models. Proactive strategies, including managerial training, investment in collaboration tools, and clear communication practices, are vital to maximizing the benefits of remote work. The findings emphasize the importance of equipping managers to adapt to their evolving roles and fostering a culture of trust to ensure sustainable hybrid work environments. By addressing managerial attitudes and their impact, this study contributes to the growing discourse on remote work, providing actionable insights for effective workforce management in the modern era.