Research Article
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Year 2024, Volume: 24 Issue: 1, 55 - 70, 03.02.2024
https://doi.org/10.21121/eab.1215519

Abstract

References

  • Bailey, D. E. & Kurland, N. B. (2002). A review of telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organizational Behavior, 23, 383-400. https://doi.org/10.1002/job.144
  • Başol, O. ve Çömlekçi, M. F. (2021). Uzaktan çalışmanın sosyal ve demografik değişkenlerle ilişkisi üzerine bir araştırma, Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 16(3), 755-776. http://doi.org/10.17153/oguiibf.941442
  • Başol, O. & Çömlekçi, M. F. (2022). Uzaktan çalışma tutumu ölçeği geçerlik-güvenirlik çalışması, Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9 (1), 243-261. http://doi.org/10.30798/makuiibf.862439
  • Başol, O., Çömlekçi, M.F. (2022). The effect of remotework attitude on life satisfaction: investigating the mediating role of job satisfaction, Revista de Cercetare si Interventie Sociala, 77, 23-36, http://doi.org/10.33788/rcis.77.2
  • Belle, S. M., Burley, D. L. & Long, S. D. (2015). Where do I belong? High-intensity teleworkers’ experience of organizational belonging. Human Resource Development International, 18(1), 76-96. http://doi.org/10.1080/13678868.2014.979006
  • Belzunegui-Eraso, A. & Erro-Garcés, A. (2020). Teleworking in the context of the Covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662 Cooper, C. D. & Kurland, N. B. (2002). Telecommuting, professional isolation and employee development in public and private organizations. Journal of Organizational Behavior, 23, 511-532. https://doi.org/10.1002/job.145
  • Crabtree, B. F. & Miller, W. L. (1999). Doing qualitative research (Second Edition). Sage Publications, Inc.
  • Creswell, J.W. (2002). Educational research: Planning, conducting and evaluating quantitative and qualitative research (Fourth Edition). Pearson Education, Inc.
  • Dambrin, C. (2004). How does telework influence the manager-employee relationship? International Journal of Human Resources Development and Management, 4(4), 358-374. https://doi.org/10.1504/IJHRDM.2004.005044
  • Di Martino, V., & Wirth, L. (1990). Telework: A new way of working and living. International Labour Review, 129(5), 529–554.
  • Dimitrova, D. (2003). Controlling teleworkers: Supervision and flexibility revisited. New Technology, Work and Employment, 18(3), 181-195. https://doi.org/10.1111/1468-005X.00120
  • Felstead, A., Jewson, N. & Walters, S. (2003). Managerial control of employees working at home. British Journal of Industrial Relations, 41(2), 241-264. https://doi.org/10.1111/1467-8543.00271
  • Gajendran, R. S. & Harrison, D. A. (2007). The good, the bad and the unknown about telecommutting: Meta-Analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524-1541. https://doi.org/10.1037/0021-9010.92.6.1524
  • Gallup. (2017). State of the American workplace. https://www.gallup.com/workplace/238085/stateamerican-workplace-report-2017.aspx
  • Gascoigne, C. (2021). Flexible Working: Lessons from the Pandemic. UK: Chartered Institute of Personnel and Development (CIPD).
  • Hamouche, S. (2021). Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization 1–16. https://doi.org/10.1017/jmo.2021.15
  • Handy, S. L. & Mokhtarian, P. L. (1996). The future of telecommuting. Futures, 28(3), 227-240. https://doi.org/10.1016/0016-3287(96)00003-1
  • Harris, L. (2003). Home-based teleworking and the employment relationship: Managerial challenges and dilemmas. Personnel Review, 32(4), 422-437. https://doi.org/10.1108/00483480310477515
  • İlhan, Ü. D. (2021). Rapid implementation of remote work as a strategy in response to COVID-19: an examination in terms of work-life balance. In Management Strategies to Survive in a Competitive Environment: How to Improve Company Performance (pp. 335-347). Cham: Springer International Publishing.
  • Illegems, V. & Verbeke, A. (2004). Telework: What does it mean for management? Long Range Planning, 37, 319-334. https://doi.org/10.1016/j.lrp.2004.03.004 When Remote Work is Inevitable: Experiences of Remote Workers During the Pandemic 69
  • ILO (International Labour Organization). (2020). Teleworking during the Covid-19 pandemic and beyond: A practical guide. https://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/--travail/documents/instructionalmaterial/wcms_751232.pdf
  • Itzhak, H. (2002). Advantages and disadvantages of telecommuting for the individual, organization and society. Work Study, 51(2), 74-80. https://doi.org/10.1108/00438020210418791
  • Kıcır, B. (2019). Evden çalışma: Özgürlük mü esaret mi? Dokuz Eylül Üniversitesi Sosyal Biilimler Enstitüsü Dergisi, 21(1), 173-196. http://doi.org/10.16953/deusosbil.302154
  • Kossek, E. E., Lautsch, B. A. & Eaton, S. C. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work–family effectiveness. Journal of Vocational Behavior, 68(2), 347-367. https://doi.org/10.1016/j.jvb.2005.07.002
  • Küçük, M. (19-22 May 2017). Yazılı iletişimin önemi, iş mektuplarının elektronik ortamda düzenleme usul ve esasları. 2nd International Congress on Political, Economic and Social Studies, 127-144. http://www.registericpess.org/index.php/ICPESS/article/viewFile/2318/562
  • Lim, V. K. G. & Teo, T. S. H. (2000). To work or not to work at home: An empirical investigation of factors affecting attitudes towards teleworking. Journal of Managerial Psychology, 15(6), 560-586. https://doi.org/10.1108/02683940010373392
  • Meşhur, A. H. F. (2007, 31 January- 02 February). Geleceğin çalışma biçimi tele çalışmaya ilişkin yaklaşımlar. IX Akademik Bilişim Konferansı Bildirileri, Dumlupinar University, Kutahya, 265-272. https://ab.org.tr/ab07/kitap/meshur_AB07.pdf
  • Miles, M. B., & Huberman, M. A. (1994). Qualitative data analysis: An expanded sourcebook (Second Edition). Thousand Oaks: Sage Publication.
  • Naktiyok, A. & İşcan, Ö. F. (2003). İşgörenlerin evden çalışmaya ilişkin tutumları: Bireysel özellikler ve iş sürükleyicileri açısından bir uygulama. Akdeniz Üniversitesi İ. İ. B. F. Dergisi, 3(6), 53-72.
  • Naswall, K., Hellgren, J., & Sverke, M. (2008). The individual in the changing working life. New York: Cambridge University Press.
  • Optimist Yayın Grubu. (2020). Uzaktan çalışma sorunlar ve çözüm önerileri. https://optimistkitapblog.files.wordpress.com/2020/06/uzaktan_calisma_cep_kitap.pdf
  • Perry, S. J., Rubino, C. & Hunter, E. M. (2018). Stress in remote work: Two studies testing the demandcontrol-person model. European Journal of Work and Organizational Psychology, 27(5), 577-593. https://doi.org/10.1080/1359432X.2018.1487402
  • Raisine, G. A., Rapuano, V., Varkuleviciute, K. & Stachova, K. (2020). Working from home: Who is happy? A survey of Lithuania’s employees during the Covid-19 quarantine period. Sustainability, 12, 5332, 1-21. https://doi.org/10.3390/su12135332
  • Reisenwitz, C. (2020). How Covid-19 is impacting workers’ calendars. https://www.getclockwise.com/blog/covid19-workers-calendars
  • Richardson, J. & McKenna S. (2014). Reordering spatial and social relations: A case study of professional and managerial flex workers. British Journal of Management, 25, 724-736. https://doi.org/10.1111/1467-8551.12017
  • Sewell, G. & Taskin, L. (2015). Out of sight, out of mind in a wew world of work? Autonomy, control and spatiotemporal scaling in telework”. Organization Studies, 36(1), 1507-1529. https://doi.org/10.1177/0170840615593587
  • Shirmohammadi, M., Au, W. C. & Beigi M. (2022). Remote work and work-life balance: Lessons learned from the covid-19 pandemic and suggestions for HRD practitioners, Human Resource Development International, 25(2), 163-181. https://doi.org/10.1080/13678868.2022.2047380
  • Smith, S. A., Patmos, A. P. & Margeret J. (2018). Communication and teleworking: A study of communication channel satisfaction, personality and job satisfaction for teleworking employees. International Journal of Business Communication, 55(1), 44-68. https://doi.org/10.1177/2329488415589101
  • Şimşek Demirbağ, K. & Demirbağ, O. (2022). Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model, Personnel Review, 51(8), 1922-1947. https://doi.org/10.1108/PR-01-2022-0048
  • Tokarchuk, O., Gabriele, R. & Neglia, G. (2021). Teleworking during the Covid-19 crisis in Italy: Evidence and tentative interpretations. Sustainability, 13, 2147. https://doi.org/10.3390/su13042147
  • Toygur Eroglu, D., Gundem, R., & Eroglu, U. (2023). Demografik özelliklere göre çalışanların uzaktan çalışma algıları arasındaki farklılıkların analizi. Business and Economics Research Journal, 14(1), 87- 107. http://dx.doi.org/10.20409/berj.2022.399
  • Tozlu, E. (2011). Genel olarak esnek çalışma sistemleri ve tele çalışma ve sıkıştırılmış iş haftasının karşılaştırılması. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 3(4), 99-116.
  • Tremblay, D. G. & Thomsin, L. (2012). Telework and mobile working: Analysis of its benefits and drawbacks. International Journal of Work Innovation, 1(1), 100- 113. http://doi.org/10.1504/IJWI.2012.047995
  • Tüba (Türkiye Bilimler Akademisi). (2020). Covid-19 pandemi değerlendirme raporu. (Tüba Raporları, No:34). https://www.tuba.gov.tr/files/images/2020/kovidraporu/Covid-19%20Raporu-Final%2B.pdf
  • Waizenegger, L., McKenna, B., Cai, W. & Bendz, T. (2020). An affordance perspective of team collaboration and enforced working from home during Covid-19. European Journal of Information Systems, 29(4), 429-442. https://doi.org/10.1080/0960085X.2020.1800417.

When remote work is inevitable: Experiences of remote workers during the pandemic

Year 2024, Volume: 24 Issue: 1, 55 - 70, 03.02.2024
https://doi.org/10.21121/eab.1215519

Abstract

In this study, we interviewed 23 participants, who were forced to worked from home during COVID-19 pandemic, using semi-structured questionnaires to determine their experiences in the remote working process and to identify the factors influencing the efficiency of remote working in the context of the pandemic. We qualitatively evaluated the participants’ responses and determined seven themes: location flexibility, time flexibility, belonging and status, communication, recordability/concrete evidence, anxiety of being invisible and being forgotten, the view of the environment on remote work. The most important factor determining the efficiency of remote working for employees is the nature of the work. If the work requires constant and quick communication among different partners, remote working is not perceived to be as efficient as working in an office. Works involving tasks that can be performed individually and independently appears to generate more satisfaction in a remote working environment. Besides during this period, many companies organized various trainings, seminars and workshops under the name of the club for the personal development of their employees, or purchased them as a service from companies operating in this field and offered them to their employees.
JEL Codes: M12, J81, J24

References

  • Bailey, D. E. & Kurland, N. B. (2002). A review of telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organizational Behavior, 23, 383-400. https://doi.org/10.1002/job.144
  • Başol, O. ve Çömlekçi, M. F. (2021). Uzaktan çalışmanın sosyal ve demografik değişkenlerle ilişkisi üzerine bir araştırma, Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 16(3), 755-776. http://doi.org/10.17153/oguiibf.941442
  • Başol, O. & Çömlekçi, M. F. (2022). Uzaktan çalışma tutumu ölçeği geçerlik-güvenirlik çalışması, Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9 (1), 243-261. http://doi.org/10.30798/makuiibf.862439
  • Başol, O., Çömlekçi, M.F. (2022). The effect of remotework attitude on life satisfaction: investigating the mediating role of job satisfaction, Revista de Cercetare si Interventie Sociala, 77, 23-36, http://doi.org/10.33788/rcis.77.2
  • Belle, S. M., Burley, D. L. & Long, S. D. (2015). Where do I belong? High-intensity teleworkers’ experience of organizational belonging. Human Resource Development International, 18(1), 76-96. http://doi.org/10.1080/13678868.2014.979006
  • Belzunegui-Eraso, A. & Erro-Garcés, A. (2020). Teleworking in the context of the Covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662 Cooper, C. D. & Kurland, N. B. (2002). Telecommuting, professional isolation and employee development in public and private organizations. Journal of Organizational Behavior, 23, 511-532. https://doi.org/10.1002/job.145
  • Crabtree, B. F. & Miller, W. L. (1999). Doing qualitative research (Second Edition). Sage Publications, Inc.
  • Creswell, J.W. (2002). Educational research: Planning, conducting and evaluating quantitative and qualitative research (Fourth Edition). Pearson Education, Inc.
  • Dambrin, C. (2004). How does telework influence the manager-employee relationship? International Journal of Human Resources Development and Management, 4(4), 358-374. https://doi.org/10.1504/IJHRDM.2004.005044
  • Di Martino, V., & Wirth, L. (1990). Telework: A new way of working and living. International Labour Review, 129(5), 529–554.
  • Dimitrova, D. (2003). Controlling teleworkers: Supervision and flexibility revisited. New Technology, Work and Employment, 18(3), 181-195. https://doi.org/10.1111/1468-005X.00120
  • Felstead, A., Jewson, N. & Walters, S. (2003). Managerial control of employees working at home. British Journal of Industrial Relations, 41(2), 241-264. https://doi.org/10.1111/1467-8543.00271
  • Gajendran, R. S. & Harrison, D. A. (2007). The good, the bad and the unknown about telecommutting: Meta-Analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524-1541. https://doi.org/10.1037/0021-9010.92.6.1524
  • Gallup. (2017). State of the American workplace. https://www.gallup.com/workplace/238085/stateamerican-workplace-report-2017.aspx
  • Gascoigne, C. (2021). Flexible Working: Lessons from the Pandemic. UK: Chartered Institute of Personnel and Development (CIPD).
  • Hamouche, S. (2021). Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization 1–16. https://doi.org/10.1017/jmo.2021.15
  • Handy, S. L. & Mokhtarian, P. L. (1996). The future of telecommuting. Futures, 28(3), 227-240. https://doi.org/10.1016/0016-3287(96)00003-1
  • Harris, L. (2003). Home-based teleworking and the employment relationship: Managerial challenges and dilemmas. Personnel Review, 32(4), 422-437. https://doi.org/10.1108/00483480310477515
  • İlhan, Ü. D. (2021). Rapid implementation of remote work as a strategy in response to COVID-19: an examination in terms of work-life balance. In Management Strategies to Survive in a Competitive Environment: How to Improve Company Performance (pp. 335-347). Cham: Springer International Publishing.
  • Illegems, V. & Verbeke, A. (2004). Telework: What does it mean for management? Long Range Planning, 37, 319-334. https://doi.org/10.1016/j.lrp.2004.03.004 When Remote Work is Inevitable: Experiences of Remote Workers During the Pandemic 69
  • ILO (International Labour Organization). (2020). Teleworking during the Covid-19 pandemic and beyond: A practical guide. https://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/--travail/documents/instructionalmaterial/wcms_751232.pdf
  • Itzhak, H. (2002). Advantages and disadvantages of telecommuting for the individual, organization and society. Work Study, 51(2), 74-80. https://doi.org/10.1108/00438020210418791
  • Kıcır, B. (2019). Evden çalışma: Özgürlük mü esaret mi? Dokuz Eylül Üniversitesi Sosyal Biilimler Enstitüsü Dergisi, 21(1), 173-196. http://doi.org/10.16953/deusosbil.302154
  • Kossek, E. E., Lautsch, B. A. & Eaton, S. C. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work–family effectiveness. Journal of Vocational Behavior, 68(2), 347-367. https://doi.org/10.1016/j.jvb.2005.07.002
  • Küçük, M. (19-22 May 2017). Yazılı iletişimin önemi, iş mektuplarının elektronik ortamda düzenleme usul ve esasları. 2nd International Congress on Political, Economic and Social Studies, 127-144. http://www.registericpess.org/index.php/ICPESS/article/viewFile/2318/562
  • Lim, V. K. G. & Teo, T. S. H. (2000). To work or not to work at home: An empirical investigation of factors affecting attitudes towards teleworking. Journal of Managerial Psychology, 15(6), 560-586. https://doi.org/10.1108/02683940010373392
  • Meşhur, A. H. F. (2007, 31 January- 02 February). Geleceğin çalışma biçimi tele çalışmaya ilişkin yaklaşımlar. IX Akademik Bilişim Konferansı Bildirileri, Dumlupinar University, Kutahya, 265-272. https://ab.org.tr/ab07/kitap/meshur_AB07.pdf
  • Miles, M. B., & Huberman, M. A. (1994). Qualitative data analysis: An expanded sourcebook (Second Edition). Thousand Oaks: Sage Publication.
  • Naktiyok, A. & İşcan, Ö. F. (2003). İşgörenlerin evden çalışmaya ilişkin tutumları: Bireysel özellikler ve iş sürükleyicileri açısından bir uygulama. Akdeniz Üniversitesi İ. İ. B. F. Dergisi, 3(6), 53-72.
  • Naswall, K., Hellgren, J., & Sverke, M. (2008). The individual in the changing working life. New York: Cambridge University Press.
  • Optimist Yayın Grubu. (2020). Uzaktan çalışma sorunlar ve çözüm önerileri. https://optimistkitapblog.files.wordpress.com/2020/06/uzaktan_calisma_cep_kitap.pdf
  • Perry, S. J., Rubino, C. & Hunter, E. M. (2018). Stress in remote work: Two studies testing the demandcontrol-person model. European Journal of Work and Organizational Psychology, 27(5), 577-593. https://doi.org/10.1080/1359432X.2018.1487402
  • Raisine, G. A., Rapuano, V., Varkuleviciute, K. & Stachova, K. (2020). Working from home: Who is happy? A survey of Lithuania’s employees during the Covid-19 quarantine period. Sustainability, 12, 5332, 1-21. https://doi.org/10.3390/su12135332
  • Reisenwitz, C. (2020). How Covid-19 is impacting workers’ calendars. https://www.getclockwise.com/blog/covid19-workers-calendars
  • Richardson, J. & McKenna S. (2014). Reordering spatial and social relations: A case study of professional and managerial flex workers. British Journal of Management, 25, 724-736. https://doi.org/10.1111/1467-8551.12017
  • Sewell, G. & Taskin, L. (2015). Out of sight, out of mind in a wew world of work? Autonomy, control and spatiotemporal scaling in telework”. Organization Studies, 36(1), 1507-1529. https://doi.org/10.1177/0170840615593587
  • Shirmohammadi, M., Au, W. C. & Beigi M. (2022). Remote work and work-life balance: Lessons learned from the covid-19 pandemic and suggestions for HRD practitioners, Human Resource Development International, 25(2), 163-181. https://doi.org/10.1080/13678868.2022.2047380
  • Smith, S. A., Patmos, A. P. & Margeret J. (2018). Communication and teleworking: A study of communication channel satisfaction, personality and job satisfaction for teleworking employees. International Journal of Business Communication, 55(1), 44-68. https://doi.org/10.1177/2329488415589101
  • Şimşek Demirbağ, K. & Demirbağ, O. (2022). Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model, Personnel Review, 51(8), 1922-1947. https://doi.org/10.1108/PR-01-2022-0048
  • Tokarchuk, O., Gabriele, R. & Neglia, G. (2021). Teleworking during the Covid-19 crisis in Italy: Evidence and tentative interpretations. Sustainability, 13, 2147. https://doi.org/10.3390/su13042147
  • Toygur Eroglu, D., Gundem, R., & Eroglu, U. (2023). Demografik özelliklere göre çalışanların uzaktan çalışma algıları arasındaki farklılıkların analizi. Business and Economics Research Journal, 14(1), 87- 107. http://dx.doi.org/10.20409/berj.2022.399
  • Tozlu, E. (2011). Genel olarak esnek çalışma sistemleri ve tele çalışma ve sıkıştırılmış iş haftasının karşılaştırılması. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 3(4), 99-116.
  • Tremblay, D. G. & Thomsin, L. (2012). Telework and mobile working: Analysis of its benefits and drawbacks. International Journal of Work Innovation, 1(1), 100- 113. http://doi.org/10.1504/IJWI.2012.047995
  • Tüba (Türkiye Bilimler Akademisi). (2020). Covid-19 pandemi değerlendirme raporu. (Tüba Raporları, No:34). https://www.tuba.gov.tr/files/images/2020/kovidraporu/Covid-19%20Raporu-Final%2B.pdf
  • Waizenegger, L., McKenna, B., Cai, W. & Bendz, T. (2020). An affordance perspective of team collaboration and enforced working from home during Covid-19. European Journal of Information Systems, 29(4), 429-442. https://doi.org/10.1080/0960085X.2020.1800417.
There are 45 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Research Article
Authors

Elif Karabulut Temel 0000-0002-8861-890X

Gözde Batmaz Yıldız 0000-0003-3569-026X

Early Pub Date January 11, 2024
Publication Date February 3, 2024
Acceptance Date September 18, 2023
Published in Issue Year 2024 Volume: 24 Issue: 1

Cite

APA Karabulut Temel, E., & Batmaz Yıldız, G. (2024). When remote work is inevitable: Experiences of remote workers during the pandemic. Ege Academic Review, 24(1), 55-70. https://doi.org/10.21121/eab.1215519
AMA Karabulut Temel E, Batmaz Yıldız G. When remote work is inevitable: Experiences of remote workers during the pandemic. ear. February 2024;24(1):55-70. doi:10.21121/eab.1215519
Chicago Karabulut Temel, Elif, and Gözde Batmaz Yıldız. “When Remote Work Is Inevitable: Experiences of Remote Workers During the Pandemic”. Ege Academic Review 24, no. 1 (February 2024): 55-70. https://doi.org/10.21121/eab.1215519.
EndNote Karabulut Temel E, Batmaz Yıldız G (February 1, 2024) When remote work is inevitable: Experiences of remote workers during the pandemic. Ege Academic Review 24 1 55–70.
IEEE E. Karabulut Temel and G. Batmaz Yıldız, “When remote work is inevitable: Experiences of remote workers during the pandemic”, ear, vol. 24, no. 1, pp. 55–70, 2024, doi: 10.21121/eab.1215519.
ISNAD Karabulut Temel, Elif - Batmaz Yıldız, Gözde. “When Remote Work Is Inevitable: Experiences of Remote Workers During the Pandemic”. Ege Academic Review 24/1 (February 2024), 55-70. https://doi.org/10.21121/eab.1215519.
JAMA Karabulut Temel E, Batmaz Yıldız G. When remote work is inevitable: Experiences of remote workers during the pandemic. ear. 2024;24:55–70.
MLA Karabulut Temel, Elif and Gözde Batmaz Yıldız. “When Remote Work Is Inevitable: Experiences of Remote Workers During the Pandemic”. Ege Academic Review, vol. 24, no. 1, 2024, pp. 55-70, doi:10.21121/eab.1215519.
Vancouver Karabulut Temel E, Batmaz Yıldız G. When remote work is inevitable: Experiences of remote workers during the pandemic. ear. 2024;24(1):55-70.