Literature Review

The prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory and practice and comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID. The student authoring this paper has a degree in Operations Management and finishing Doctoral thesis in Business Administration with the emphasis in remote work and remote leadership. In practice work focus is within business lecturing and instruction at the college level.

Analysis

The article, Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged.

Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries. Which shows as detailed in, Keller et al. (2021); that leaders that are now working remotely do not understand what they are seeing in their workers.

Findings

The prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory and practice and comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID.

Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged. Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries.

Conclusion: The conclusion based on the research is that leaders are holding on to old interpretations and strategies in Operations Management and Leadership that no longer fit in the Remote Workplace. The remote workplace is growing and needs leadership to adapt. If leaders do not adapt and learn to lead in remote workplaces within Operations employee retention and engagement will suffer.

Work Cited

Donnelly, R., & Johns, J. (2020). Recontextualizing remote working and its HRM in the Digital Economy: An Integrated Framework for theory and Practice.
The International Journal of Human Resource Management,
32(1), 84–105. https://doi.org/10.1080/09585192.2020.1737834

Estrada, S. (2022, August 27).
As ‘quiet quitting’ ripples through the workplace, managers are scrambling to respond. Fortune. Retrieved September 8, 2022, from https://fortune.com/2022/08/26/quiet-quitting-workplace-managers-respond/

Keller, A., Knight, C., & Parker, S. K. (2021, August 31).
Remote Managers are having trust issues. Harvard Business Review. Retrieved September 8, 2022, from https://hbr.org/2020/07/remote-managers-are-having-trust-issues

Kelly, J. (2022, August 23).
How both managers and workers can combat ‘quiet quitting’. Forbes. Retrieved September 8, 2022, from https://www.forbes.com/sites/jackkelly/2022/08/22/how-both-managers-and-workers-can-combat-quiet-quitting/?sh=1a5f7d4a466d

White, C. (2019, April 15).
3 ways to create a work culture that brings out the best in employees. Chris White: 3 ways to create a work culture that brings out the best in employees | TED Talk. Retrieved August 31, 2022, from https://www.ted.com/talks/chris_white_3_ways_to_create_a_work_culture_that_brings_out_the_best_in_employees