Remote Work That Works

Bauer College and University of Houston faculty recently collaborated on a research topic that explores some of the benefits of remote work and the psychology behind why it is important to give people the choice of when and where to work.  

“When Remote Work Works Better: How Fit and Autonomy Shape Employee Outcomes” — co-authored by Bauer Emeritus Professor Leanne Atwater, Bauer Professor of Finance Thomas George, Curtis L. Carlson Endowed Professor at the Conrad N. Hilton College of Global Hospitality Leadership Juan Madera and Assistant Professor in Corporate Social Responsibility Dustin Maneethai — was accepted and published in Organizational Dynamics. 

The same authors came together to collaborate on a paper of a similar topic titled “Work-Location Fit in Remote Work: The Strategic Value of Providing Autonomy” that will be published in Bauer Department of Management & Leadership chair Steve Werner’s new book: A New Perspective on Employee Benefits: Using Benefits Strategically to Create a Sustainable Competitive Advantage. 

Atwater’s educational background is in psychology, with a focus on the “people side” of business. At Bauer, she teaches organizational behavior, human resource management and leadership. In her teaching, she emphasizes the importance of teamwork and cooperation when it comes to running a business. 

“One of the first things I tell my students is that you can’t treat people like machines,” Atwater said. “They’re human beings and individuals who have different needs. It is your job as a manager or supervisor to figure out what keeps people happy, what keeps them motivated and what keeps them wanting to stay with you.” 

In their recent research, Atwater and her co-authors coin the term “remote work autonomy” — a framework that studies employee outcomes based on the amount of control people have on when or where they work.  

To expect every worker to be productive under the same set of circumstances is unrealistic, Atwater said. Some people may work best when they’re in the office and can socialize with coworkers, while others might be more productive if they work remotely and are limited in distractions, she added.  

It is all about allowing people the freedom of choice to capitalize on when and where they are most productive, she said.  

“I think managers ought to consider individuality,” Atwater said. “Let people work where they want to work... Not everyone is going to do their best work remotely, and not everyone will do their best working in an office.”  

Moving forward with her research, Atwater said she wants to further explore why managers are so reluctant to allow remote work and what happens to engagement, among other things, when people are demanded to show back up to the office.  

Allowing autonomy in the workplace provides an environment where people are able to perform to the best of their ability and live happier, healthier lives, be it at home or in an office, she said.  

To learn more about the Bauer Department of Management & Leadership, click here.