To investigate the impact of work engagement on the productivity of business managers in the I.T. industry while working from home. To explore the productivity model for business managers working from home in the I.T. industry. To assess the challenges faced by business managers in the I.T. industry while working from home and how these challenges affect their productivity. To identify strategies organizations use to increase the productivity of business managers in the I.T. industry during Work from home.
1:5 Scope of the research
The Scope of the research is limited to the reflective opinion of the managers of U.K. I.T. firms. This paper lacks an analysis of managerial data from the direct database of any organization. The Scope of this study is also limited to the analysis of the existing situation along with interpreting the possible factors and actors imposing an impact on the performance of I.T. management in work-from-home settings. Therefore in this study, business framework has yet to be developed.
1:6 Structure of the research
This research paper is segregated into five chapters. The first chapter serves as the introduction, where the research topic, its key objectives, and the Scope of the study are all discussed. Chapter two delves into a literature review, examining relevant literature on the subject matter. The third chapter is a methodology where the methods used for this study have been discussed. The fourth chapter presents the findings and addresses gaps identified in the literature review. The fifth and final chapter is the Conclusion. In this section, the researcher has assessed whether all the objectives are being addressed or not, along with highlighting the limitations and future Scope of the research.
Chapter 2: Literature review
Theories applicable
2:1 The Happy Productive Worker Thesis (HPWT) Model
The HPWT model, which Kahn first proposed in 1990, states that contented workers are more likely to be interested in their jobs, thereby increasing productivity. Meaningfulness, 2:1:2 safety, and availability are the three psychological conditions that are necessary for fostering work engagement, according to the paradigm. By allowing employees to work from home, businesses can reduce immediate costs, hire and retain more talent, and tap talent sources outside of central office locations (Bendor-Samuel, 2020). Telecommuting won’t fan out like quickly, yet Olson and Prumps (1984) found that it very well may be utilized as an adaptable work choice in certain conditions that call for more examination. Productivity is the amount of output produced by performance behaviors as well as external contextual and opportunity factors. According to Sole and Schiuma (2010), the selective development of the measures and the difficulty in applying performance measurements may be attributed to a lack of effective measures (Damanpour & Evan, 1984). According to Wanyama and Mutsotso, delegate effectiveness is affected by how long an individual spends truly present at Work and how well that individual can perform all the while. Employee productivity—2021, along with the performance of new product development—has been referred to in a variety of ways, including organizational performance, employee performance, business performance, and employee productivity. According to Bloom et al. (2015), employee performance is the measurement of an employee’s financial and non-financial results that have a direct impact on an organization’s performance. Despite the fact that there are a variety of approaches to characterizing performance measurements, objective and subjective evaluations have historically been the most widely used. Measurements that are both subjective and objective have been used in a number of studies. To compare industries, subjective productivity measurements can be used. However, they may experience difficulties as a result of supervisor bias, societal desirability bias, and common method bias.
Managers can use relative performance metrics, so objective productivity measures are preferred to subjective ones. Hanaysha (2016) asserts that one of a company’s primary goals is to boost employee productivity because higher levels of productivity may benefit both the company and its workforce. Many people worked from home before the pandemic, but “the method we estimate employee productivity has been changing for years,” according to Desyatnikov (2020). A company should learn how to regularly evaluate productivity, according to Bendor-Samuel (2020), before attempting to increase productivity (even if the WFH model is utilized). Menon (2020) asserts that, while extended working hours will undoubtedly boost employee productivity in some circumstances, this will not always be the case. Productivity may be affected by employee hours worked during the COVID-19 outbreak. Ghosh (2020) says that worker observing may be one of the most amazing ways of checking representatives’ result and execution (Carbonara and Schiuma 2004). However, it appears difficult to identify who is working and who is not if employees are working from home. Businesses can determine the total number of hours spent working and not working by monitoring their employees. The COVID-19 pandemic has altered businesses&rsquo