Remote working and its management

Attitudes and perceptions of future workforce

Miia Aronen

Bachelor’s thesis
May 2017
International Business
Degree Programme in Business Administration
 Description

Author(s) Type of publication Date

Aronen, Miia Bachelor’s thesis May 2017
Language of publication:
English
Number of pages Permission for web publi-
55 cation: x
Title of publication
Remote working and its management
Attitudes and perceptions of future workforce
Degree programme
Degree Programme in International Business
Supervisor(s)
Saukkonen, Juha
Assigned by

Abstract
The aim of this study was to define future workers’, i.e. the millennial generation’s, per-
ceptions and attitudes related to remote working and its management. With the goal of
obtaining insights of how remote working is seen as a way of work by the upcoming major-
ity of the workforce, qualitative focus group interviews were conducted to examine what
expectations and appealing as well as dispelling factors were raised by the discussion.
Due to globalization and rapid technological development, multicultural teams are becom-
ing increasingly common. Therefore, the aim was to examine remote working from an in-
ternational perspective rather than focus on any specific nationality. The primary data con-
sisted of two focus group interviews which were implemented in November 2016. The in-
terviews included a total of 12 participants representing both genders and seven nationali-
ties.
The theory and reviewed previous studies revealed that remote working was mostly val-
ued because of the advantages brought by its flexibility. On the other hand, the greatest
weakness of remote working were the problems resulting from the lack of face-to-face in-
teraction. Interaction with colleagues was linked by the millennials, for example, to learn-
ing and ideation, networking and to the sense of belonging.
Although the strengths and weaknesses were viewed rather similarly compared to the pre-
vious research, the millennial participants of this study also named other threats of remote
working. The results highlighted the threat of decreased skill development and the lack of
self-discipline in remote working. The interviewees emphasized the managers’ role in re-
mote work planning and management in view of maintaining efficient communication and
social ties to the working community.
Keywords/tags (subjects)
remote working, teleworking, millennial, knowledge work, management

Miscellaneous
 3

Kuvailulehti

Tekijä(t) Julkaisun laji Päivämäärä

Aronen, Miia Opinnäytetyö Toukokuu 2017
Julkaisun kieli:
Englanti
Sivumäärä Verkkojulkaisulupa
55 myönnetty: x
Työn nimi
Etätyö ja etätyön johtaminen
Tulevaisuuden työntekijöiden asenteet ja odotukset
Koulutusohjelma
Degree Programme in International Business
Työn ohjaaja(t)
Saukkonen, Juha
Toimeksiantaja(t)

Tiivistelmä
Opinnäytetyön tavoitteena oli selvittää tulevien työntekijöiden, y-sukupolven, odotuksia
sekä asenteita etätyötä sekä sen johtamista kohtaan. Käsityksiä etätyön hyvistä ja huo-
noista puolista tutkittiin kvalitatiivisen tutkimusotteen kautta ryhmähaastatteluilla.
Globalisaation sekä nopean teknologisen kehityksen johdosta monikulttuuriset tiimit ovat
yleistyneet. Tämän johdosta tutkimus pyrki kartoittamaan etätyön kuvaa kansainvälisestä
näkökulmasta, eikä siten keskittynyt vain yhteen kansallisuuteen. Aineisto kerättiin marras-
kuussa 2016. Kahteen ryhmähaastatteluun osallistui yhteensä 12 henkilöä, edustaen mo-
lempia sukupuolia sekä seitsemää eri kansallisuutta.
Teoria sekä aikaisempi tutkimus paljastivat, että etätyön suurimpana etuna nähdään sen
joustavuuden tuomat mahdollisuudet. Heikkoutena sen sijaan koetaan kasvokkain käydyn
kommunikaation puute, ja tämän tuomat vaikeudet kanssakäymisessä. Tutkimuksen mu-
kaan y-sukupolvi liitti kanssakäymisen vaikutukset vahvasti oppimiseen ja ideointiin, suh-
teiden luomiseen sekä yhteenkuuluvuuden tunteeseen.
Vaikka vahvuudet ja heikkoudet koettiin suhteellisen samalla tavalla aikaisempiin tutki-
muksiin verrattuna, tämä tutkimus paljasti etätyön uusia uhkia y-sukupolven näkökul-
masta. Tutkimustuloksista havaittiin, että y-sukupolvi koki etätyön olevan uhka taitojen ke-
hittymiselle sekä myös haasteena itsensä johtamisessa. Haastatteluihin osallistuneet ko-
rostivat esimiehen roolia etätyön toteutuksen suunnittelussa sekä johtamisessa, jotta te-
hokas kommunikaatio, sekä sosiaaliset suhteet työpaikkaan säilyisivät.

Avainsanat (asiasanat)
etätyö, y-sukupolvi, z-sukupolvi, tietotyö, johtaminen

Muut tiedot
 1

Contents

1 Introduction ................................................................................................... 3

2 Theory and Knowledge Base for the Research ................................................. 5

2.1 Knowledge work and working life – the road ahead .................................. 5

2.2 Working environment – status and directions of development ................. 7

2.3 Millennials as knowledge workers .............................................................. 8

2.4 Defining remote working .......................................................................... 10

2.5 Remote work management....................................................................... 12

2.6 Advantages and disadvantages to different stakeholders ........................ 13

2.7 Synthesis of earlier research relevant to the study .................................. 15

3 Research approach and implementation ....................................................... 19

3.1 Research design ......................................................................................... 19

3.2 Research methodology.............................................................................. 20

3.3 Research ethics .......................................................................................... 22

3.4 Data collection by focus group interviews ................................................ 23

3.5 Analyzing the data ..................................................................................... 27

4 Research Results........................................................................................... 29
4.1 Strengths ................................................................................................... 29

4.2 Weaknesses ............................................................................................... 30

4.3 Opportunities ............................................................................................ 33

4.4 Threats ....................................................................................................... 34

5 Conclusions .................................................................................................. 40
5.1 According to the focus group participants, what are the appealing and
dispelling factors of remote work? .......................................................................... 42

5.2 What are the expectations of future workforce from the management of
remote workers? ...................................................................................................... 42
 2

6 Discussion .................................................................................................... 45
6.1 Reliability and validity ............................................................................... 45

6.2 Ideas for future research ........................................................................... 47

References ........................................................................................................... 48

Appendices .......................................................................................................... 55

Figures

Figure 1. Knowledge worker definition .......................................................................... 5

Figure 2. High work demands by occupation. Source: European Foundation for the
Improvement of Living and Working Conditions ........................................................... 6
Figure 3. Definitions of the concept of remote work................................................... 10
Figure 4. Definition of remote work in this study by Gajendran (2016, 191) .............. 16
Figure 5. SWOT analysis ............................................................................................... 17
Figure 6. Research approach and implementation ...................................................... 25
Figure 7. Reliability and validity criteria in qualitative research (Kuusiaho 2016, 64;
see also Kananen 2011, 67 - 69)................................................................................... 45

Tables

Table 1. Definitions of generational groups currently in the workforce, Parry & Urwin
(2011, 80) Recreated by the author. .............................................................................. 9
Table 2. How to manage remote workers ................................................................... 13
Table 3. Millennial characteristics ................................................................................ 15
Table 4. Remote working SWOT from the millennial employee perspective .............. 18
Table 5. Remote working SWOT from the millennial perspective based on this
research ........................................................................................................................ 40
 3

1 Introduction

During summer 2016, the author worked doing knowledge-based work in an office
with regular working hours from 8-16. At the time of sunny days, the discussion
turned into remote working. The employees felt that the possibility to work remotely
would, for example, enhance their work motivation and would help them arrange
their schedules better. The possibility of remote working had not been widely pro-
vided for the employees other than by exception. Based on the discussions, the au-
thor became more interested in the subject. As she looked more into the issue, she
discovered that there was, indeed, a great deal of discussion on the topic, in good
and in bad.

The world headlines recently featured Marissa Mayer (Vuoripuro, 2016), the last CEO
of Yahoo since the company was bought by Verizon. Mayer is known, for example,
for her ban of remote working in Yahoo in 2013, which raised many opinions both fa-
vorable to the decision but also negative reactions. Mayer based her decision on sta-
tistics of the remote workers’ productivity and state that remote working influenced
the company culture. The author was left wondering, what direction remote working
would go to in the future? Many companies are increasingly providing possibilities to
work remotely, but still many are hesitant about the perceived value compared to
the risks involved in it.

By 2025, 75% of the global workforce will be comprised of millennials (Twaronite,

2015). The author wanted to especially examine the views of the upcoming majority
of the working generation with the hope of understanding present students’ views
on remote working. She had the following questions in mind. What are their beliefs
towards remote working, as they do not have experience of it? To what direction do
millennials hope that the future of work will go in terms of the working environ-
ment? Among the university students of this generation, what are the underlying
reasons to be or not to be interested in the way of work?

Remote working has been seen as mostly suitable for knowledge workers in manage-
rial or supervisory tasks that have required a higher level of education (Pyöriä 2003,
 4

171; Ojala 2014, 8). Therefore, the purpose of this study was to deepen the under-
standing of remote work as a phenomenon and view it especially from the viewpoint
of future knowledge workers.

Remote working has been vastly studied, but the studies focus mostly on the
experiences of current remote workers and not in whether the upcoming workforce
would be interested in the way of work. The author wanted to determine especially
how the workforce entering knowledge work perceive remote working and what
their preferred ways of working are.

To gain in-depth data, the study was conducted with a qualitative approach by using
focus group interviews and the data collected from them as the basis for the re-
search. To understand a multilateral phenomenon, the author used an exploratory
research design in creating the two research questions that were used to answer the
research problem. The two main research questions of this thesis were:

1. What are the appealing and dispelling factors of remote work?

2. What are the expectations of future workforce from the management of re-
mote workers?

These research questions sought to create an understanding of the attitudes, percep-

tions and beliefs that the focus group participants had towards remote working and
its management as a way of work. The author believes that the results gained from
this research provide useful data for companies considering remote working. Moreo-
ver, it provided information about the views towards working environment among
the future workers, which could be used to attract, retain and manage the millennial
employees.
 5

2 Theory and Knowledge Base for the Research

To further understand remote working now and the possible outlook, the following
chapters study the upcoming working environment, remote working, and its man-
agement. The research was not limited to any specific nation, but aimed at holistic
picture of global working trends.

2.1 Knowledge work and working life – the road ahead

It has been identified that remote working is mostly suitable for knowledge workers
in managerial or supervisory tasks (Pyöriä 2003, 171; Ojala 2014, 8). This is also
supported by Noonan and Glass (2012, 40), since from their study results can be seen
that college-educated employees and persons in managerial and professional
positions are much more likely to work remotely than the population as a whole.
Therefore, being a core concept in this study, a knowledge worker is defined below
(see Figure 1) based on the understanding of Karr-Wisniewski and Lu (2010, 1-2).

Figure 1. Knowledge worker definition

Today's working culture increasingly values efficiency and productivity, and therefore
according to Pyöriä (2011, 338), to stay competitive, companies will most likely make
their decisions of their operating area based on the labor costs and customer de-
mands. Thus, employees are encouraged to find ways to improve their performance
constantly so as to give value to the labor costs in the operating area. Knowledge
work is transferrable to different locations outside the office by using technological
devices, and creates therefore a good base for distributed-, remote- and home-based
work (Ojala 2014, 17).
 6

High work demands can be seen, in the 6th EWCS survey (First findings: Sixth Euro-
pean Working Conditions Survey - Résumé 2015), where nearly 44,000 workers were
studied in the European area. The employees felt pressure created by working with
too tight deadlines and high speed, as well as by having disturbing interruptions or
just by having too much work per employee. All this resulted in not having enough
time to do the work. Of the total number of the respondents, a third (33%) or more
reported facing these demands in their work “all of the time” or “most of the time”.
In it it can be seen that managers and professionals work mostly under tight
deadlines. The results can be seen in an occupational order in Figure 2 below. (ibid.,
2015.)

Figure 2. High work demands by occupation. Source: European Foundation for the Improve-
ment of Living and Working Conditions

Moreover, the dependency ratio creates even more pressure to the economies. The
global working-age population is expected to decrease in all but developing countries
by 2020, and at the same time the life expectancy has increased. (World Employment
and Social Outlook: Trends 2016, 21). For example according to Ruotsalainen (2013),
 7

the Finnish population is expected to grow, but the number of working-aged

individuals is expected to decrease to 59 percent. Employers need to find ways of
working that will benefit both companies and their employees, for example by
changig the nature of the job as the employee grows older (Lake 2013, 7).

According to a Working Life 2025 review report by the Finnish Ministry of Social Af-
fairs and Health (2015, 5), in the future HR managers are working with an increased
information flow, people’s technological abilities, cooperation between organizations
and networks, internationalism and multiculturalism in the working environment.
Moreover, the working environment will put more emphasis on the trust between
the employer and the employee and the ways in which work performance and
results are measured may need to be changed, for example, from the viewpoint of
input into measuring the output.

2.2 Working environment – status and directions of development

Rapid technological development has shaped and continues to shape the ways of
working. As ICT allows people to communicate from all over the world with each
other, in many cases work is no longer tied to a certain location or time. The working
environment is a major influencer on employee productivity (Foldspang et al. 2014,
9-11). To reach the best possible productivity rates, companies must pay attention to
what kind of working environment supports their company culture and ways of
working.

Techonogical development has enabled efficient use of space, and by it having many
employees working in a small space. According to a report by the Paychex Company
(Schumacher, 2016), a nationwide survey in the US showcases how other colleagues
create distractions and affect employee productivity. According to the study results,
61% of the employees state that loud co-workers are the biggest distraction at the
office. In addition, 86% prefer to work alone in to work most productively, and 40%
of the employees find impromptu meetings from colleagues during the day as a
major distraction. In total 65% of the surveyed employees thought that remote
working would affect their productivity positively. (ibid.)
 8

As a contradiction, according to Ratti and Claudel (2016, 3), workplaces have shifted
from cubicles to more sociable, open and flexible spaces especially in innovative cor-
porations. Ratti and Claudel (ibid.) state that the future workspaces will be created
by understanding how the workers connect with the flexible working environment in
order to boost productivity and creativity. Therefore, the key in a workplace planning
is to think about what are the goals of the working environment in a specific organi-
zation, so that it best enhances productivity and suits their employee’s needs.

Urbanization has created issues in big metropolises. For example, in the UK, there is
estimated that 3.7 million workers commute over two hours daily, and the amount is
constantly increasing. Reasons for this have been the increased housing prices close
to employees’ workplaces and lack of efficient infrastructure. (Gayle 2016.) There-
fore, the changing working environments have also been recognized by the housing
designers. Housing trends place emphasis on flexible spaces including workspace
nooks (Clark 2016, 74), and new housing options have designed communal spaces
that can be used, for example, for working from home (Splittes 2016).

Nevertheless, Dillow and Nusca (2016) believe that the workplace is needed to
support social activities. In the future the workplaces will be more specialized to suit
the needs of the users, for example, they have to be appropriate for activities or
behaviours that the participants like to do together, as in co-creation. (56.)

2.3 Millennials as knowledge workers

The development of technology will increasingly present opportunities for work to be

delivered from different locations, and therefore from ranging talent pools (Sage-
Gavin & Foster-Cheek 2015, 10). The current generation entering the workforce is
referred to mostly as Generation Y or as the Millennials (Ng & Gossett 2013, 338).
The used terms and specific age groups range between different countries, but they
have similar characteristics. According to PwC’s report (Millennials at work:
Reshaping the workforce 2011, 3), already by 2020 the millennials will form 50% of
the global workforce. However, since a specifically agreed definition of Generation Y
or Millennials is lacking, this number can only be taken as directional estimation.
 9

Table 1 below showcases one example of the definitions of generational goups. The
definitions are originally by Strauss and Howe (1991, 32) and according to Parry and
Urwin (2011), it is one of the most cited books in the field of generational studies. It
showcases the typically used division of generations in the western countries. (79-
80).

Table 1. Definitions of generational groups currently in the workforce, Parry & Urwin (2011,
80) Recreated by the author.

Generation Years of birth Also known as

Veterans 1925-1942 Silent Generation, Matures, Traditionalists
Baby Boomers 1943-1960
Generation X 1961-1981 Thirteenth, Baby Busters, Lost Generation
Generation Y 1982- Millennials, Nexters, Echo Boomers

In addition to the definitions given above, there are multiple different suggestions to
the definition of Generation Y. Australians Wong, Gardiner, Lang and Coulon (2008,
879-880) determine based on previous research that Generation Y was born in 1982-
2000. Then again, according to the Finnish researchers Pyöriä, Saari, Ojala and Sipo-
nen (2013, 197), generation Y represents the group born between 1980 and 1993.

Due to the nature of the present study as not being limited to a specific region, the
author decided to use the widest range in the age group for the Millennials/Genera-
tion Y. Therefore, in this study, referring to millennials means the age group born be-
tween 1980 and 2000. The definition is also widely recognized by researchers (Beek-
man, 2011; Cekada, 2012).

According to Parry and Urwin (2011, 79-80), the grouping of these generations is
based on shared values and attitudes that have been created by joint experiences.
When considering the age group characteristics, Hobart and Sendek (2014, 7) state
that generation Y has been more vocal and demanding than the previous genera-
tions.
 10

As an example, in a study with a response rate of 4 364 millennial graduates, the

findings showed that in attracting millennial workers money is not the most
important factor but the opportunity to progress (52%). Next up came competitive
wages (44%), development programmes (35%) and in fourth good benefits packages
(31%). Interestingly, regarding this research, the possibility of flexible work
arrangements came in fifth with a response rate of 21%. (Millennials at work:
Reshaping the workforce, 2011.)

2.4 Defining remote working

Work that is done in places other than the corporations premises, has been referred
to with various terms. According to Gajendran (2016, 191), they are, for example,
telecommuting, telework, work-from-home (WFH), remote work, flexible work and
virtual work. In most cases, the concepts overlap, but in the end the discussion has
come to define broadly a way of work that is done outside the employer's premises
(Ojala 2014, 52).

Figure 3. Definitions of the concept of remote work

 11

The concept of remote work is also problematic because the definition depends of
the region where the terms are used. For example, “telecommuting” is more widely
used in the US, whereas “telework” is more commonly understood in Europe to
describe this way of work (Malecki & Moriset 2008, 153).

Previous studies

Turetken, Jain, Quesenberry and Ngwenyama (2011) studied the correlation between
different employee characteristics and teleworking satisfaction in the U.S. Based on
their results, it could be identified, that employees with a shorter employment time
in the company were less satisfied with remote working due to the lack of confidence
in the company policies and expectations. This made them hesitant and stressed
about whether they were managing their tasks correctly. (56-65.)

Golden, Sardeshmukh and Sharma (2012) studied the correlation between remote
working with exhaustion and job engagement. The results indicated that remote
working created less time pressures and role conflicts but increased role uncertainty
and lower job engagement. Golden and colleagues (2012) discovered that the linkage
to lower job engagement was due to reduced support and feedback. (193-203.)

In a meta-analysis of 46 studies of remote working, the findings indicated higher job

satisfaction and perception of autonomy, better work-life balance, lower stress levels
and reduced motivation to dismissal (Gajendran 2016). Nevertheless, no effect on
co-worker relationships were found unless the employee worked remotely three or
more days a week. According to Gajendran (2016), managers were mostly concerned
that the family needs may be prioritized over work. However, it was concluded that
managers should pay attention to the fact that the possibility of remote working at-
tracts and retains talent and in addition helps the employees achieve greater work-
life balance and make them more committed. (190-193.)

In the PGi Global Telework Survey (2015), it can be seen that remote working is re-
viewed increasingly positively. In total, 89% of the global remote workers evaluated
their manager’s skills good or very good. The North American managers received the
 12

best evaluations, whereas the managers in Pacific Asia and EMEA had room for im-
provements. When the employees whom were not working remotely evaluated the
possible advantages of the way of work, reduced commute time was most valued,
ranking either first or second in each region. In addition, flexible hours and better
work-life balance was found attractive to the respondents. On the other hand, when
the non-remote workers considered the top three negative aspects of the way of
work, the global results were almost unanimous. The first response was the feeling of
disconnection, the second aspect was poor communication and the third was too
many distractions (North America and Pacific Asia) or struggles with technology (the
EMEA region). (1-30.)

According to Grevstad (2016, 36), the approximate amount of U.S. workers who
would like to work remotely at least occasionally is 80-90 percent. In a study made by
FlexJobs, 76 percent of the respondents said that they avoid working in the office to
get an important job done. The findings suggest that remote workers are more pro-
ductive as they have less interruptions from colleagues. (ibid., 35). Interestingly, on
the other hand, in a study done by NCC and the United Minds in the Nordic countries
regarding remote working (Talouselämä 2016), 40 percent of the respondents identi-
fied, that the most important factor in work environment was to be able to com-
municate with colleagues, rather than for example low voice level or flexible job as-
signments. It was also stated that many of the employees do not feel a great need to
work from home to concentrate in their work.

2.5 Remote work management

Grant (2016, 54) emphasizes the importance of management of remote workers to

prevent burnouts. She has created a concept of ‘e-resilience’, meaning the need for
an organization to work responsibly to support the workforce’s health related to
technology. Grant (ibid.), proposes ‘virtual water coolers’ for remote workers for
having informal discussions that would support the social ties.

Pyöriä (2011) states that mutual trust and respect in addition to agreed rules are the
key for successful remote working. The way of work should pursue the employees
 13

needs and be planned by the individual characteristics. (391). Turetken and col-
leagues (2011) encourage to enhance group communication in remote work by
grouping the employees familiar to each other’s communication practices, hence
making it easier for the remote workers (61-64). In addition, Table 2 presents ways of
remote workers’ management based on the findings of Gajendran (2016) and Golden
and colleagues (2012).

Table 2. How to manage remote workers

How to manage remote workers?

Gajendran Golden and colleagues

(2016, 192) (2012, 202-203)
- Let the employees earn trust - Reduce role uncertainty by clar-
first, e.g. allow possibility of re- ity in job design and structured
mote work after one year communication and feedback
- Consider full time remote work- - Enable social interaction to the
ing only in serious events, e.g. remote worker by using rich
when an employee’s spouse is communication media such as
transferred or when an em- videoconferencing and socializ-
ployee is taking care of a sick ing practices to reduce the feel-
family member ing of isolation.
- Provide training, equipment and
technology
- Supervise the results

Saarinen (2016) studied the management of virtual teams, and the results indicate
that managing virtual teams can be really challenging to the manager. Difficulties
arise from the employees’ different expectations, and creating trust and commit-
ment was experienced complex in virtual settings. (74-76).

2.6 Advantages and disadvantages to different stakeholders

Allowing employees to work remotely has an environmental impact as the employ-

ees do not have to commute to work every day. This helps to strive for the global
goals of cutting gas emissions, and according to Gajendran (2016, 192), it would be
very important, for example, in India with high amounts of population. However,
companies should not base their decision only on the environmental impact, but on
 14

linking it with other important goals of the company (Pyöriä 2011, 338). These could
be emphasis on work well-being, enhanced productivity, and the advantages of in-
creased flexibility to the employees (ibid.).

In recruiting, flexible working opportunities provide an advantage to search for

candidates also outside the normal reach. Therefore, employers are being able to
recruit the best people to work for them by having more choices. Teleworking also
provides a possibility to work for the disabled who otherwise would have difficulties
in travelling to the workplace (Addati & Messenger 2013). The increasing emphasis
from governments also supports equality in workspaces by legislation. (Lake 2013, 5).

Flexible working also functions as a motivator for the employees to stay in the
company (Lake 2013, 23). This as a result has an effect on the employee turnover,
meaning how many employees leave the company and are replaced by new
employees. A reduced employee turnover decreases the need for recruiting and
training staff, which can create major company savings.

By remote working the company can make other savings too, for example, by having
the opportunity to cut the costs of the working premises (Saarinen 2016, 9) The chal-
lenge in remote working is that in knowledge work, there are high ergonomic stand-
ards, and the company has to make sure that these standards are also met in tele-
working from home (Pyöriä 2011, 390).

In addition, the company should align a strategy for how to monitor the working
hours and employee efficiency (Pyöriä 2011, 390-391). Surprisingly, it has been stud-
ied that remote workers are less likely to work regular working hours and, instead,
do more overtime, which can lead to their exhaustion (Golden et al. 2012, 202;
Noonan & Glass 2012, 40; Ojala 2014, 7). According to Ojala (2014), time-pressures,
tight deadlines and heavy workload result in increased overtime. The employees
have to have increased autonomy in order to manage their personal responsibilities
and self-assessment of the results. A sense of ineffectiveness may result in problems
with managing the work days productively. (8).

Probably the most influential disadvantage of teleworking is the effect that it has on
social connections. The employees might feel left out from the company community
 15

by the lack of social contact other than arranged meetings, and it can be also consid-
ered a threat in terms of career advancement (Pyöriä 2011, 391). Employees value
the connections in the workplace more than the flexibility provided by teleworking
(ibid.)

2.7 Synthesis of earlier research relevant to the study

This chapter aims to clarify to the reader what are the definitions of the core con-
cepts used in this study. To synthetize the concepts and views of earlier research, the
author created an overview of the millennial characteristics (Table 2) and a SWOT
analysis of remote working from the millennial employee perspective (see Table 4),
which sets the framework of this study.

Table 3 represents millenial characteristics and it was created by the author based on
the understanding of Beekman (2011, 15-17), Cahill and Sedrak (2012, 7-9) and of
Hobart and Sendek (2014, 92-100)

Table 3. Millennial characteristics

I am… I can provide… I demand…

- self-confident - collaboration skills - feedback

- multitasker - technological skills - active lifestyle
- understanding of - work-life balance
- hard working global marketplace &  personal needs
connections abroad & interests
- open minded to- - knowledge of - meaningful work
wards different marketing &  making an im-
backgrounds customer service pact
- amitious & eager to
- effective skills in re-
tackle new
search
challenges
- optimistic & ex-
- problem solving skills
plorer
 16

The findings are also aligned with a large Canadian study of 19 261 university stu-
dents, which found that typical millennial characteristics were confidence, ambitious-
ness, appreciation of diversity and a want to contribute (Ng & Gossett 2013, 339).
Therefore it can be concluded that millennials are adaptable employees looking for
effective leadership with possibilities to develop and challenge themselves.

In this research, as the data was collected from various sources and nations that may
not use the same definition of remote working, the author decided to use the
definition given by Gajendran (2016, 191) which includes the common features of all
of the defitions. The only term used in the present study was remote working. This
was done in order to unify the text and the concept of remote working as described
below.

Figure 4. Definition of remote work in this study by Gajendran (2016, 191)

SWOT analysis

Traditionally, SWOT analysis is used in a business context to identify organization’s

strengths, weaknesses, opportunities and threats, for example, with some of their
products or services, when making strategic plans and decisions. In the traditional
model, strengths and weaknesses are viewed as internal factors, whereas opportuni-
ties and threats are influenced by external factors (see Figure 5).
 17

Figure 5. SWOT analysis

With the analytical framework, company can evaluate its position in the market, and
to discover the possible obstacles that need to be overcome to reach the company’s
objectives. However, SWOT analysis can be used also in other concepts, such as eval-
uating whether change is achievable, or to support the decisions along the process to
reach a specific initiative. (SWOT Analysis: Strengths, Weaknesses, Opportunities,
and Threats 2017.)

Differing from the traditional use of SWOT analysis, the author wanted to utilize the
model to analyze the suitability of remote working for the millennials based on the
authors understanding of the knowledge base. This enabled the author to synthetize
the knowledge base to a model which could be later tested, whether these conclu-
sions were supported by the research findings. Therefore, the SWOT analysis was
modified to represent remote working specifically from the millennial knowledge
worker perspective, meaning what are the strengths, weaknesses, opportunities and
threats of remote working to a millennial employee (see Table 4).
 18

Table 4. Remote working SWOT from the millennial employee perspective

Strengths Weaknesses

- Flexibility
- Isolation
- Reduced costs
- Lack of face-to-face communi-
- Self-determined working envi-
cation
ronment

Opportunities Threats

- Lower stress level - Mental illness

- Better work-life balance - Physical health, ergonomics
- Increased productivity - Working overtime
 19

3 Research approach and implementation

3.1 Research design

According to Polonsky & Waller (2011, 94), there are three main research designs:
exploratory, descriptive and causal design. Exploratory design provides insights and
understanding to a research problem. This method is often used as there is not
sufficient amount of information of the phenomena and the researcher hopes to
explore the issue flexibly. In addition to secondary data, qualitative research
methodologies such as focus groups and interviews can be used in data collection.

Second research design, descriptive research, aims to describe specific characteristics

or functions, such as market conditions and purchase behavior. Often the researcher
has already gained prior knowledge of the topic and the data is collected by
structured approach. Methodologies to collect data are for example surveys and
observation. Third research type, causal research, examines the cause-and-effect
relationships between variables. The research type is quite structured and requires
very good prior knowledge of the variables and the issue researched. (Polonsky &
Waller 2011, 94).

Research data can be divided into primary and secondary data. Primary data is data
collected by the researcher to address the research problem, whereas secondary
data is already existing data. Secondary data can be available internally within organ-
ization, or externally as published materials and computer databases. (Polonsky &
Waller 2011, 95).

Research methods are most commonly divided into quantitative and qualitative re-
search. Quantitative research aim is to objectively observe and measure the phe-
nomena by using quantitative variables. (Kananen 2011, 147). Quantitative research
requires strong theoretical basis and understanding of the phenomena (Kananen
2013, 33).

In quantitative research, the typical data collection method is survey. The partici-
pants are chosen from the target group so that the sample provides results repre-
senting the whole population. The data derived from the research is then analyzed
 20

by using statistical rules. (Kananen 2011, 73). It is crucial to plan the correct statistical
methods to analyze the data collected so that the researcher has the right kind of
data for the technique. Correct analysis of the data is important since quantitative re-
search results aim to support the decision makers in course of actions. (Polonsky &
Waller 2011, 167).

According to Corbin & Strauss (1990, 17), qualitative research is any research that
aims to provide data without using statistical methods or other quantitative meth-
ods. Qualitative research purpose is to describe and understand phenomena. The
aim is to develop an interpretation of the phenomena based on in-depth information
gained from the research. As quantitative research is based on numbers, qualitative
research uses words and sentences. (Kananen 2013, 32). Data is usually collected
from rather small group of respondents focusing on the participants’ feelings, such as
motivations and attitudes (Polonsky & Waller 2011, 134). Ways to collect data in-
clude for example in-depth interviews, focus groups and observational methods
(ibid., 95).

Since qualitative research does not have structured format and the group of partici-
pants is relatively small, the results are usually not generalizable to the population
and do not suit to base the final course of action. Although, by qualitative research
can be revealed for example opportunities or problems regarding the research sub-
ject. (Hair et al. 2006, 173.)

3.2 Research methodology

Research methodology serves as the guide for the reader, representing what has
been done in the study and why. By understanding how the data was collected and
analyzed, the reader is possible to agree with the research results, implications and
recommendations. (Polonsky & Waller 2011, 232.)

The purpose of this study was to examine the attitudes and perceptions of remote
working and its management by the future workforce, and therefore possibly reveal
potential directions of remote working in the future. In this study the author decided
to collect primary data from the students of JAMK University of Applied Sciences. The
students were a convenient study group since they mostly represent the millennial
 21

generation and the participants could be chosen among students studying towards a
knowledge based job.

First, the author examined a sufficient amount of secondary data, since it could be
used for choosing the most suitable methodology for the study. (Polonsky & Waller
2011, 95). It was discovered that there are numerous researches regarding remote
work from the last decades. Although, the research results vary a lot due to the un-
clear international definition of remote work, and therefore also depending of the re-
gion's own approach to the phenomena.

Even though a great deal of secondary data research, hardly any studies regarding
generational preferences of remote working were found. In addition, the author was
specifically interested of the millennial generation. Most of the studies viewed re-
garding remote work focused on either workers that are already working remotely,
or on comparing the e.g. efficiency of remote workers compared to workers with
regular office hours.

In this research, the author wanted to further determine the underlying attitudes
and expectations of upcoming millennial workers towards remote working. Quantita-
tive research approach would provide the information of, at what extent the stu-
dents would be interested in working remotely, e.g. how many percentage of stu-
dents preferred remote work as opposite to traditional office-based work. However,
in this case as the author wanted to discover more in-depth, what are the percep-
tions and attitudes towards remote work, the quantitative research approach does
not suit the purpose.

As the students might not have prior knowledge of what is meant by remote work-
ing, and therefore might not have a have a clear idea of the variables affecting their
interest, they need to be studied by qualitative approach. This way the factors are
provided by the participants themselves, as opposite to creating, for example, a sur-
vey purely based on previous research of the topic, which might not be suitable for
this group of participants. Moreover, the predetermined questions of surveys pre-
vent the possibility to probe the respondent’s initial responses and that way to gain
in-depth information and to discover the underlying reasons of the phenomena.
 22

Although qualitative research is occasionally considered as preliminary research (Ka-

nanen 2013, 32), it is also commonly used to reach better understanding of issues
which have remained unclear in previous studies (Eriksson & Kovalainen 2008, 5). By
the above mentioned factors the author decided that the best way to implement this
study was by conducting exploratory research by using qualitative methodology.

3.3 Research ethics

Although previously research ethics have been focused on mainly in biological and
medical researches, nowadays consideration of research ethics is essential in any
kind of research. Regarding qualitative research, there are two commonly known
scopes of research ethics. Procedural ethics includes asking for permission for the re-
search from a certain committee, explaining the research methodology, purposes
and possible outcomes. The second scope includes all possible ethical issues arising
during the research. This dimension is known as ethics in practice, and it most com-
monly assesses confidentiality. (Guillemin & Gillam 2004, 262-266.)

Situations in which it is not possible to define one ‘correct’ action to take, are re-
ferred as ethical dilemmas in research. In these cases, the researchers usually prefer
the action that seems ‘more right’ than the other actions from the ethical viewpoint.
In qualitative research, ethics play a significant role especially in determining how
much the researcher participates and observes others, and how anonymity and con-
fidentiality is handled. (De Laine 2000, 3, 16.)

In this research, ethical principles were considered by informing all the possible par-
ticipants of the subject and purpose of the interviews in advance. From this group, all
volunteers were gathered, and of which the participants were chosen by random
sampling. Since every participant agreed to participate in the interview and answer
the questions voluntarily, the authors main obligation was to take care of the ano-
nymity of the participants. Thus, the interview data is reported anonymously. Even
though comparison between the answers of different nationalities might have pro-
vided interesting data, it would have risked the participants’ anonymity at a research
of this small scale and known origin. In addition, the author followed assigned stand-
ards in the literature review throughout the study.
 23

3.4 Data collection by focus group interviews

Each data collection methods have their own strengths and weaknesses. When
choosing the methods, the researcher should think which methods provide data that
best answers to the research questions. In addition to this, other possible limitations
such as time frame, costs and abilities to conduct the research needs to be taken into
consideration. (Polonsky & Waller, 127)

In qualitative research the most common data collection methods are observation
and interviews (Corbin, & Strauss 2008, 27; Kananen 2011, 48). Observation is suited
when there is little or no information available of the subject. However, to be able to
use this method, the phenomenon has to be observable. (Kananen 2011, 48). As an
example, you cannot observe people's thinking, and therefore observation was not
possible method for this study.

Interviewing includes many different forms and ways of use. The interview can be in-
dividual, performed in a group, face-to-face or by other means, such as by telephone.
In addition, it can be structured, semi-structured or unstructured by its nature. (Den-
zin & Lincoln 2003, 62). After exploring the possible interview possibilities, the author
decided to conduct focus group interviews as a primary data collection method.

Focus group interview is defined by Morse (1994, 226) as “using a semistructured

group session, moderated by a group leader, held in an informal setting, with the
purpose of collecting information on a designated topic”. A typical focus group con-
sists of four to eight participants (Eriksson & Kovalainen 2008, 181), and a facilitator
who is typically the researcher herself. The facilitator is responsible for the guiding of
the participants’ interaction of the subject. (ibid., 183).

In business research, focus groups are used, for example, in consumer behavior stud-
ies, in human resources management, accounting and SME studies. The aim is to col-
lect empirical data of viewpoints, beliefs and experiences. Focus group research em-
phasizes the spontaneous interaction of the participants, paying attention to the
peoples’ interactions to questions and different point of views. It is pursued that the
atmosphere is informal and the participants are free to express their opinions with-
out restrictions. (Eriksson & Kovalainen 2008, 173-176).
 24

The author found focus group interview to be the best suitable method for finding
out the students’ attitudes, perceptions and beliefs regarding remote work and its
management. By focus group interaction, the topic would become clear in the begin-
ning to all respondents and the responses are based on the same definition of the
phenomena. In focus group the students could freely express their thoughts, possibly
finding some new aspects to the subject that they had not thought before, and which
might not have come in mind with one-on-one interviews. In addition, the author
could conduct the interview in an international group, enabling multicultural discus-
sion. As a conclusion, focus groups enabled to gain in-depth information of the phe-
nomena from a rather large group of respondents in reasonable time-frame, which
would not have been possible by conducting individual interviews for the students.

In addition to the focus group interviews, the author organized also one individual in-
terview with an HR professional with strong experience of remote work management
in knowledge work. This was done to further enhance the researcher’s knowledge of
the phenomena. Due to presenting only one company, and even though being a po-
tential future working environment for the focus group participants, the data gained
from the individual interview was not included in the primary data collection. Below,
Figure 6 represents the research structure.
 25

Figure 6. Research approach and implementation

Preparation, implementation and considerations of research quality

To enhance the research quality, the author used plenty of time implementing the
first phase of the research preparation, and became well familiar with the subject
(Morse 1994, 228). She gained her understanding of remote working and its manage-
ment by thorough study during the literature review, and by organizing one in-depth
interview with an HR professional. The interview was used just as an orientation to
mirror the authors own ideas from a professional, and to deepen the knowledge of
the phenomena, to better prepare for the focus group interviews.

In a focused interview, the understanding of the phenomena is created by approach-

ing the topic through different themes (Kananen 2011, 51). Focus group interview
should be flexible, so that not all the questions are planned beforehand, and the fa-
cilitator can use the possibilities to create new questions according to the situation
(ibid., 54). Usually, each theme or concept that the researcher hopes to discuss in-
cludes three or four guideline questions and some sub questions that can be used to
lead the discussion to further exploration of the themes (Morse 1994, 228).
 26

Therefore, the author identified themes that were valid in terms of the research
questions, and the themes served as the base of the interviews. The questions were
created to set the guidelines to the discussion, but the aim was to let the discussion
flow according to the participants’ opinions. The detailed framework for the focus in-
terviews can be found in Appendix 1.

According to Morse (1994, 229), the focus group participants are chosen by their
common experience of the research topic. In addition, Eriksson & Kovalainen (2008,
180) state, that the discussion flows better without problems if the participants have
something in common. Therefore, in addition to the participants’ common educa-
tional background, all the participants could be categorized as millennials by their
age (born between 1980 and 2000). Although the group was homogenous by their
age group and educational background, the author wanted to have heterogenous fo-
cus group in terms of gender and cultural background to achieve versatile and multi-
national response group.

The participants were chosen from the group of possible participants by random
sampling. According to Morse (1994, 229), the focus group needs to be small enough
for the moderator to manage the group effectively, and making it easier to the par-
ticipants to participate to the conversation. The interviews were conducted in groups
of six participants. Due to not having any previous experience of working as focus
group moderator, the size of six participants would provide rich data with many
point of views, but being small enough to manage even without previous experience.

Although having participants familiar to each other may cause peer pressure in re-
sponses, Eriksson & Kovalainen (2008, 181) also emphasize that the group should
feel comfortable sharing their viewpoints, which allows more naturally occurring dis-
cussion. Since the topic is not that familiar to the students, the author decided to al-
low participants to participate in the same group even if they already knew each
other beforehand. Even though this could have had an influence of peer pressure in
responses, after the interviews the author was left with a feeling that all participants
were confident in sharing their opinions freely.
 27

The interviewing venue should be selected so that it is comfortable, and that there
are as few interruptions as possible (Morse 1994, 230). Since location was very cru-
cial in ensuring the quality of the data, the author selected a venue that was familiar
to all participants. As considering the focus groups, the most convenient location for
the interviews were the University’s premises. The author had the possibility to book
an individual meeting room for the interview, which was designed as an informal
space. This provided a quiet space, but having more relaxed atmosphere than a regu-
lar classroom.

To enhance the informal and relaxed atmosphere, the participants were provided
with coffee and snacks at the beginning of the session. The point of this was to warm
up the respondents, enabling the participants to become familiar with each other be-
fore the actual starting of the interview (Morse 1994, 239). The researcher had also
printed out material related to the phenomena, including words that are associated
with remote working. These materials were used as a probing method and to gently
lead the participants to the subject in the beginning. During the interview the moder-
ator actively asked probing questions, meaning trying to further reveal information
and details from the participants to gain in-depth answers. The data was collected by
using a voice recorder.

3.5 Analyzing the data

The analysis of a qualitative research results may have multiple outcomes, since the
data can be understood in diverse ways. Due to the impact of the researcher’s inter-
pretations to the study results, the researcher should be flexible in analysis proce-
dures and repeatedly re-examine the results during the process. (Corbin, & Strauss
2008, 47–50.) Thus, the researcher must become well familiarized with the data to
reveal the key messages in it (Kananen 2011, 59).

Data analysis was started by transcribing the interviews right after each session, to
increase the quality of the analysis (Corbin&Strauss 2008, 163). This enabled the au-
thor to think back also the nonverbal signals that were not captured by the audio.
 28

The author listened the interviews multiple times in the transcribing process. The in-
terviews were transcribed as spoken language, including also the nonverbal signs
such as body language and voices that the author remembered.

According to Hair and colleagues (2006, 194), content analysis is the most widely
used method to make meaningful findings from a group discussions. Therefore, first,
the transcribed material was compressed by identifying segments from the data, and
then the segments were grouped into themes (Kananen 2011, 59–60). In the group-
ing of the themes, the author used the research questions as guidelines. Conceptual-
izing enabled the author to explore the similarities and differences within responses
(Corbin, & Strauss 2008, 51–52).

During the analyzing process, the author focused especially to those comments that
were repeated or agreed by many participants, or when participants proposed disa-
greeing comments (Eriksson & Kovalainen 2008, 186-188). In addition to this, the she
paid attention to influencing factors mentioned by Hair and colleagues (2006, 195),
including, words that were used and the tone of voice, context in which the com-
ment was mentioned in, emotional and firsthand experiences, and the frequency of
comments. Finally, from the gathered data the author draw conclusions between the
statements, themes and the flow of discussion (Eriksson & Kovalainen 2008, 186-
188).
 29

4 Research Results

To create an easy to understand module of the results, the themes identified from
the primary data were categorized as SWOT analysis (Table 5), which is represented
in Conclusions chapter. This also enables straightforward comparison between the
SWOT analysis created from the secondary data (Table 4). In this chapter, the find-
ings are featured thoroughly as in the order of a SWOT model, as in strengths, weak-
nesses, opportunities and threats.

4.1 Strengths

The greatest strength of remote working according to the focus group participants
was its flexibility. The participants found that by having their own environment with-
out clear structure and formalities throughout the day would help them manage
their tasks more effectively, as they would be able to focus and adjust only to their
individualistic tasks at times. In addition, by some participants, change of working en-
vironment was linked with idea creation.

P4(F): I think the flexibility would be the key to enjoy your work. For
example if you need quietness and your own time for it. And also
because I think that when you change the place where you work, you
get some new ideas.

It was noted that working remotely is more stress free, since you could decide your
own phase and working times. Moreover, it enables to balance individual’s personal
appointments, a possibility to get out of the stressful environment, and to do some
other tasks during the breaks, which is not possible in regular office environment.

P12(M): When working from home and you have a young family, then it
would work out really well, you could drop the kids off, pick them up..
you could come back and it has not really affected your day,
productivity or anything. At that time you might have been chatting
with your colleagues anyway, so I would see it as a quite big plus.
 30

In addition, by having possibility to work remotely with some tasks, the employees
can save time on commuting. This advantage made participants more willing to ac-
cept a job within longer distance. However, these aspects support only part-time re-
mote working, since participants were not interested in working full time remotely.
More detailed reasons why participants were not interested in full time remote
working can be seen in the weaknesses -subchapter.

Moderator: What about then part-time remote working? What

opinions do you have towards it? Would you be interested in it?

P1(M): For part-time, yeah I would be interested. You would still have
the office and the people you work with, but during the week you could
take one or two days and work remotely. Because there is going to be
some independent work usually and you can do it at a distance without
the help of other people. So you do not need to spend time travelling to
work and maybe also do some other stuff.

P2(M): Yeah I would be into part-time remote working. I would be even

feeling more comfortable travelling up to two hours away one way for a
job, if I could work 1 or 2 times at a week or something like that,
because then you can get free time for yourself you can do work at
home whenever you want just like on those couple of days so. I think it
is easier because you get the working environment but you can ask for
help when you’re there and you can go home and kind of relax and
destress.

4.2 Weaknesses

Although the positive factors that were seen in part-time remote working, full time
remote working was still viewed negatively. The weakness of remote working by the
focus groups was unanimously the effect it has in terms of interaction between col-
leagues. This aspect was so influential among the respondents, that it was stated as
 31

one of the main reasons why they could not imagine working full time remotely. The
focus groups agreed that in comparison with purely virtual and face-to-face interac-
tion, the latter is preferred. One reason behind this was the ability to analyze nonver-
bal communication, such as emotions and gestures, which is not present, or as easy,
in virtual contexts. According to the participants, the above factors are helpful in un-
derstanding the colleagues’ personal characteristics, and therefore enabling better
communication and knowledge of each co-worker.

Moderator: Would you be interested in working full time remotely?

P9(M): I would say part-time yes, but not full-time because I still believe
that human contact is important. Kind of knowing the people who you
are working with, you kind of need to see them and, because if you are
just gonna like talk to someone on Skype you do not know the person's
mood on the other side today, maybe they are having a good day,
maybe they are having a shitty day...

*others laughing and agreeing*

P9(M): …because you are still working in a team and to know the
people, to know what kind of personalities they have, and maybe the
mood and everything they have, I think it is important to actually meet
them and still have that human contact, not only a picture and a voice.

The participants felt that they could ask for help better face-to-face, and at the same
time make sure they are understood correctly. This was especially crucial regarding
important messages. On the other hand, one participant saw electronic communica-
tion more simplistic and efficient way of communicating.

Moderator: How about then the telecommunications? There is

computers and mobile phones with what you can reach people when
they are not physically with you. Is there a difference compared to a
face-to-face interaction, or how big the difference is?

P3(F): I think it is always easier to see someone face-to-face.

 32

*others agree by humming and nodding their heads*

P3(F): So many things get lost in emails, people do not answer to all of
your questions, texts… and even like video chatting, Skyping etc. is so
awkward if you do not know the person that well.

P6(F): And it takes more effort.

P3(F): Yeah. And I just do not trust technology that much that they
work! Even if it would work probably it is just more comfortable and
easier to talk face-to-face. Especially if it is something really important
that you have to have another person’s opinion or help.

P5(M): It does not bother me that much. I do not feel I need the face-to-
face connection when I am doing a project for someone. It is enough
that I get some kind of reach to them and so we can communicate. And
I feel like it is more easier to concentrate on the actual job too, when
you are not face-to-face and when you are communicating with
different means, because first of all the communication is very limited,
so you have to put all the resources you have into the actual thing you
are doing.

The respondents emphasized the importance of interaction between colleagues in

learning, ideation and information sharing. These were linked with personal develop-
ment, which was very influential to the participants. In addition, personal network
creation through face-to-face interaction and the sense of community was found im-
portant.

P8(M): I can say that with the experience that I have, I learn more from
others. So if I’m working full time in that kind of job it means that I have
some limits and I can’t learn things from other people. That is why I do
not see myself working full-time at home.

P1(M): I still find it important to have other professionals around me,

the importance of team is very important. I would not want to lose it
entirely by working remotely. Sort of a collaboration and friendship with
 33

these people would be important. If I have some people working

similarly in the same field we could share ideas and get help when
needed.

P6(F): I find workplace friends important too, because I think it is very

important especially when you are young and you are not that good as
a professional yet. Supportive older colleagues that can help you with
whatever you are doing, if you want to ask help, you can, and build that
network.

4.3 Opportunities

Work life balance is categorized as an opportunity, since the participants saw the
possibility of enhanced work life balance. However, it was not stated as strongly that
it could have been considered as a strength. The participants identified that there is a
chance of better work life balance if remote working suits individual’s personal char-
acteristics and life situation, but depending of the employee itself.

Moderator: How do you feel about work life balance in remote

working?

P7(F): I feel like it depends on a person, some like to work at home in

their pyjamas, other people cannot at all.

P5(M): I have come to the conclusion that it is easier for me to work in

the evening, and actually concentrate on the thing that needs to be
done. I can get much easily done in the evening and that is something I
cannot do at work, so if I am working part time at home I can do that, I
can dedicate the hours that I feel that are the best for me for the work.

P2(M): If I think about my work life balance at this instance, I would not
like to work part time at home because our house is very open and there
is no place to actually get some real work done. So now I would like to
do work at the office.
 34

Even though it was previously mentioned that remote working proposes a threat to
skills development, the participants still concluded that it enables to enhance per-
sonal development in some other areas. For example, remote working was consid-
ered as an opportunity to enhance skills in several aspects of self-management.

Moderator: Do you have some positive or negative aspects of remote

working to add?

P9(M): I think the personal development slows down in remote working

because you are not getting any influence or guidance from other
people when you are at home. When you are in an office you can
proceed and gain new skills easier learning from other people through
exchange.

P11(F): Or then just the development aspects would be different.

P10(F): Yeah like if you are working from home it is more like time
management and self motivation, self guidance and all those like inner
things. When working with colleagues in office yeah you get the
external influence and development.

4.4 Threats

Distractions at the office were considered as one of the main reasons to do remote
work. On the other hand, the participants also proposed a threat of distractions in re-
mote working. Even though remote working provides a possibility to escape the dis-
tractions at the office, different distraction possibilities are present when working re-
motely. Some of them mentioned were, for example, family members, and influ-
ences that a lack of proper workspace has, creating difficulties in concentration.
Some of the comments were based on personal experiences from having a parent
working from home.

P3(F): I also think that if the workplace is something like an open office
where you do not have your own room, it can sometimes be distracting.
Especially if the other people are loud and they want to talk, and you
 35

want to work, and especially if you do something that you need the
quiet, and your own space. You cannot have that in an open office so
then you could do those jobs at home.

P6(F): I actually saw in my practical training that when people worked in

an open office, just like P3 said, sometimes it can get really loud and if
you have deadlines, you have stuff to do, you really need those days off
at the office. For example, we had a room where we had like six people
working there in the worst times and it was really crowded. One of my
colleagues there took two days off when she had some really important
deadlines, so she could just like, do her job. Because she could not do it
in there. So I think it can be really relieving to be able to do your work at
home as well.

P3(F): If I think working at home and if there is other people, it can also
be a distraction. Like my mom does sometimes. Like now they have an
open office and she says that all those women there just talk and talk
and talk and she is very annoyed by that. So sometimes she does remote
work from home. And just yesterday she told me that I can’t go home on
Thursday because she has to do some work things at home on Friday,
and I would be a distraction.

Moreover, the interviewees proposed a threat of the lack of self-discipline, resulting

to the use of social media and other entertainment. The participants emphasized the
importance of being interested in what you do, and they concluded that full time re-
mote working would be too boring for them due to the lack of personal connections
and interaction between colleagues. Even if working part time remotely, the em-
ployee must be motivated in working on the specific task, otherwise there could be a
threat of inefficiency since there is no pressure of the working environment.

As a conclusion of the views of the respondents, the connection of a specific place

for working and efficiency, was strong. The participants saw also a threat of not hav-
ing needed separation between private- and working life when working full time re-
motely. This could result into more stress, since work is present also on your free-
 36

time. Interestingly, the participants concluded that the effort of going to the work-
place from a short distance is more efficient than being at home, since there is all the
needed data and supplies, in addition to the coworker support.

Moderator: Would you be interested in working full time remotely?

P6(F): I would not be. I would not want to do it full time from home
since I think that is really important to make a separation between your
work and your private life. Because home for me is a place where I can
be alone with my thoughts, I can do whatever I want. I do not have to
be stressing about working or other school that much. So I would like to
keep them as much apart as possible.

P3(F): Yeah I think I agree with P6. I think it would probably add stress,
because then if you work from home all the time, then you can sort of
decide by yourself how you are gonna work but you have to also think
about working all the time because that is your place to work, your
house. So it would not suit for me, I think.

P4(F): I would not do it now, but I think when I am older I could think
about it. Because for me now it is like the social impact and meeting
people and having the workplace, friends and everything so… probably
not now but maybe later when I am older.

P10(F): Um, I guess I would feel uncomfortable working full time

remotely, I need human interaction.

Moderator: So do you have anything else to add? Do you think of any

other aspects that would affect your interest in remote working?

P2(M): Well one for me is that I would probably be less interested

working part-time if I lived very close to my work so why do not I just go
to work if it is so close? But if I have a longer commute, then part-time
would be great. I do not have to spend all my days driving around or
catching the bus or whatever. But if I lived very close, like 30 minutes
away, I would probably feel like more going into the office because it is
 37

there and there is probably all the stuff you need. Or more. Well you
have everything you need at home but kind of a social atmosphere and
the feeling of pressure because the boss is walking around. So you got
to get… or you actually have to work.

P3(F): I think it, like for me same with the school work, if I make the
effort to go somewhere, to come to school, then I feel like I have to do
something here because I came here to do something. Just come here
and sit on the sofa for three hours, that I can do also at home.

*others laughing and agreeing*

P3(F): I think for me it would require a space at my house where I could

do my work, like an home office or something.

*others agree*

The participants emphasized also the importance of managerial role in remote work
management. Therefore, the participants felt that the suitability for remote working
should be evaluated with each employee. If the settings are not appropriate, it might
be even better not to work remotely, since the profitability could be lower than what
it would be at the workplace. The interviewees concluded that the employees work-
ing remotely should be tracked. However, it needs to be based on other than hours
alone, since logging in to a computer does not showcase the amount of work done
during the day.

P4(F): I think if you are gonna start working remotely for example from
home, you really have to prepare the others living there. Like if you have
small kids and maybe your wife or husband is at home with your kids,
you have to really tell your partner like ‘no I am not here you cannot..’
because like you are not really there. And for example my dad used to
complain to my mom when he came home like ‘why there is no dinner’
and my mom was like ‘I’ve been working, I’m not here, I’m working’. So
it took some time that the family understood that okay she is working, I
can ask her things or anything but we really had to be quiet.
 38

P5(M): The employer should look into and make sure, that the people
that has been assigned to work, actually do work. Some people might
not even come forward and say that working from home is not actually
working out.

P7(F): But about the management, someone said about checking the
hours, but just by logging into something does not mean that you are
actually working. If you are on computer online does not mean you are
doing your work. For some people doing a task takes 20 minutes when
to someone it takes two hours. And I think people are trying to
recognize that. For as managing, I think it has to start to become to be
based on something else than on hours alone.

Based on the study results, the way remote working is organized can be categorized
as a threat. The focus group participants felt that the best way to implement remote
working is to provide employees the possibility to choose the times when they do re-
mote work. This would enable the employees to view their tasks and schedules, and
based on them decide when they need to work remotely, and not having set remote
working times instead.

Moderator: What would be then the ideal way to have part-time

remote working? If you could decide, how would you set the days or
what would be the best way to do it?

P6(F): I think it depends a lot of the what size of a company it is and

what size of community you have, what kind of groups you have there,
and what kind of projects you have. But ultimately I think it would be
good if every employee would have like a specific set of hours that they
can use on a monthly basis but they could always choose work around
them. Because sometimes you could just go weeks without it and
sometimes you want to have more remote work.

*others agree*

P3(F): I think it is great if it is like an option that you can choose.

 39

*others agree strongly*

P1(M): You would have a set up days you could choose, if two days you
can choose a week or some set of days in the office. Like my practical
training, what they did is that they had one day a week and they had to
think with the team how they used theirs. Not everybody can be at
home at the same time. So I think that’s a pretty good system. So within
the team you decide who is home, who is at the office.

Although, according to P5, set remote working days could work too, if they are well
planned and support the work characteristics. Agreed remote working days would
enable the employer to cut the needed office space, since some of the workers
would be always working remotely.

Moderator: Well what about then if it is already set like if you have an
agreement that says you have to have like two days for example at
home per week or per month or something, how does that affect on
your opinion? If it comes from the employer that this is our system and
there is this and this amount of hours that you have to work remotely.

P2(M): I think having a limit, where you would have to take a certain
number of days off would be interesting, because you could technically
have more people working, but then it is like a rotating thing. Like these
people are gone on this day, so it means that these people are coming
to work so you do not have to have that much office space. But I think it
would only work if you had a team of people so that these like P1 had,
so these people are working at home and these people are in the office
so then you would have to plan your work around the days you would
be at home. But if you have a team you could kind of rotate it and get
different work done so that the office can get the most important things
done on Monday Tuesday, and those people can work on it Wednesday
Thursday. So it would be interesting and I would think that I would have
no problem with something like that.
 40

5 Conclusions

Even though quick assumption of millennial generation would be, that as they are so
accustomed with technology, they would be also keen on working remotely, the find-
ings are not as straightforward. Based on this research the millennial characteristics
of collaboration and need for feedback are very powering, therefore influencing
them to prefer typical office environment at least over full time remote working.

Table 5. represents the SWOT analysis as a conclusion of the research results of this
study. The results are analyzed only based on the millennial employee perspective,
and even though the author understands that, as an example, a strength for the em-
ployee could be seen as a weakness by the employer, and vice versa, these contra-
dictions are not analyzed in this study.

Table 5. Remote working SWOT from the millennial perspective based on this research

Strengths Weaknesses

- Lack of face-to-face interaction

- Flexibility
• learning & ideation
- Reduced costs
• communication
- Self-determined working envi-
• networking
ronment  fewer distractions
• sense of belonging

Opportunities Threats

- Lack of self-discipline, motivation

- Distractions in remote working
- Enhanced self-management skills environment
- Better work-life balance - Suitability for remote working
- Badly implemented remote work
management

As a comparison to the SWOT analysis created based on the knowledge base (Table
4), the strenghts and opportunities were seen rather similarly by the millennials.
Instead, the increased productivity was argued by some of the participants. As a new
 41

finding, this study provided a strong connection between workplace environment

and motivation, therefore proposing a threat of remote working productivity from
the millennial employee perspective. When working at the office, the working
environment boosts the employee motivation and self-discipline, whereas at home
the employee does not have the presence of co-workers. Therefore, the work
engagement may be harder to reach at home. However, the participants also noted
that different personalities affect, and for some this connection might not be as
strong.

The lack of face-to-face contact was seen much more influencing than expected
based on the literature review, and the millenial participants provided also new
viewpoints to the discussion. By the participants, the lack of face-to-face contact
recfelcted as a treath of decreased skills development, since the participants felt that
info sharing was not as convenient in virtual environment in terms of learning and
skills development. Millennials’ threat of decreased skills development can be linked
with the generations ambitious characteristics, since the opportunity to progress and
the need to do “meaningful work” were stated clearly in the literature review.

On the other hand, none of the threats proposed by the previous researches (mental
illness, physical impact and working overtime) were clearly identified by the
participants. Only concern was the feeling of isolation, which could result to a mental
ill in a longer run. However, none of the participants were concerned of the
ergonomics or of working overtime.

Even though in the constantly increasing competition for the ideal productivity rates
makes remote working more attractive to the employers, based on this research the
employees still want to make the decision when to use the remote working possibil-
ity, rather than working full time remotely. The results support also a recent survey,
which indicated that 41 percent of the studied Millennials and Generation Z’s
preferred corporate offices as their workplace environment (Wolper 2016, 16).
 42

5.1 According to the focus group participants, what are the appealing
and dispelling factors of remote work?

As a conclusion of the focus group interviews, millennials saw the flexibility of re-
mote working as the most appealing factor. By remote working possibility, employ-
ees would be able to use it to focus on tasks that require more concentration, which
might not be possible in an open office space. Ability to work remotely was seen as a
benefit that could be used to destress, as the employee might be able to relax more
in an environment of their choice, saving also time from commuting, and being able
to manage with their other activities better. The participants also concluded that re-
mote working enables the worker to work on their preferred hours, that might suit
their personal characteristics better.

The lack of face-to-face contact was seen clearly as the most impacting dispelling fac-
tor, and as an employer providing remote working, this issue needs to be taken well
into consideration. The unhappiness of millennial remote workers can be best
avoided by focusing on providing personal connections with the co-workers suffi-
ciently, such as by organizing also personal meetings regularly and events that create
sense of connectives.

Even then, based on these focus groups, it is more likely that millennials will not ac-
cept a full-time remote working position. The participants viewed that full time re-
mote working causes the lack of learning and ideation from others, which was seen
more valuable, even though remote working enables to enhance other personal
skills, such as time management and concentration.

5.2 What are the expectations of future workforce from the manage-
ment of remote workers?

The participants concluded that the manager plays a significant role in remote work
management. According to the focus groups, the manager must make sure that the
employees are suitable for remote working. Managers should take this into consider-
ation when providing possibility to work remotely, and not just base their decisions,
 43

for example, on how long an individual has been working in a company. In the deci-
sion making, manager should take into consideration the employee’s life situation
and personality. To identify the personal characteristics, and that way being able to
evaluate the suitability of remote working to an individual, managers could for exam-
ple test individual’s personalities and compare them to the needed skills of a remote
worker. In addition, the manager should have regular checkups with the employee
on how remote working is going, for example, in terms of family interface.

Even though it has been discussed that work management is moving towards less
strictly followed and emphasizing trust, most of the participants still found that there
should be some kind of tracking system also in remote working. Otherwise there
might be inequalities within the employees. Although, participants felt that hourly
based tracking system is not necessary, since you might not work even though you
turn your computer on. Therefore, the interviewees felt that results based tracking
system would work the best.

During the individual interview of an HR manager it came clear that the results based
system would indeed suit best for remote working, but it was stated that unfortu-
nately currently the regulations regarding work time management at least in Finland
do not support the changing work environment, and remote work, as an example.
During the HR manager interview it was stated that the core aspect in remote work
success is the agreed rules and terms in the way of work within both parties. The in-
terviewed manager supported secondary data in sense that management is moving
towards more employee led and emphasizing self-management, but the role of man-
agement itself should not disappear. This might indicate problems in the future, if
the employee’s and employer’s image of work management does not go hand in
hand, since the focus group participants supported structured management and
feedback.

According to the focus group participants, even though not being physically present,
the manager should provide feedback regularly. To decrease the effects of isolation,
it would be best to provide the feedback face-to-face, even though it would not have
to be at the office. There also should be organized regular information sharing with
the other colleagues, so that the remote workers reach the most up-to-date infor-
 44

mation and increase the sense of belonging. Another important factor for the millen-
nials was that there are meetings and other events also face-to-face, so that the em-
ployees are able to create and retain more personal connections with their col-
leagues.

The findings of this study suggest that the employee productivity, self-discipline and
motivation would be linked with working environment especially within the millenni-
als. The study groups presented a threat of ineffectiveness, which was drastically dif-
ferent from the view of an HR professional, in correlation with secondary data find-
ings. Based on the HR professionals experience and understanding, remote working
as a new way of work creates a moral pressure for the employee to perform, maybe
even excelling the level of performance done in the regular working environment.
Due to this contradiction, it should be considered whether the upcoming generation
differs from the previous generations regarding this matter, or if the threat is unnec-
essary.
 45

6 Discussion

This study was implemented of a topic that has been widely known for decades, but
the topic’s ever changing nature has created a problem of defining a clear definition
that would be accepted and understood globally. Therefore, finding out the globally
understood definition and going thru the previous research findings, showed out not
to be an easy task. For this reason, gathering the knowledge base took a lot more
time than the author expected. Even though having moments of desperation the au-
thor had a true interest related to this topic, and therefore was determined to final-
ize this study, even though it was not easy taking into consideration the time con-
strains. At the end, the author feels that the study was successful and it has provided
new information, as remote work from the millennial perspective has not been vastly
studied. In addition to this, this study discovered the views in a global context.

6.1 Reliability and validity

Due to the interpretative nalture of analysis, the scientific evaluation of a qualitative

research is challenging (Corbin & Strauss 2008, 297). Therefore, transparency of the
research process is crucial in enhancing the reliability and credibility of a qualitative
study (Kananen 2011, 67). The reliability and validity criteria in this research is
examined through questions presented in Figure 7.

Figure 7. Reliability and validity criteria in qualitative research (Kuusiaho 2016, 64; see also
Kananen 2011, 67 - 69)
 46

The decisions of the thesis processes were made based on sufficient amount of
research of the topic. Throughout the research process the author carefully
documented the planning and implementation processes in detail. The research
process and the reasons for specific actions are clearly stated in this report, enabling
the assesment and repeatition of the methods, and therefore achieving research
transparency.

Throughout the data analysis process the author remained as flexible as possible.
The data was repeated multiple times by listening the recordings and reading the
transcribed and coded material. The analysis was started shortly after each
interview, enabling the author to document also the non-verbal signs and group
dynamics. The author constantly re-examined the conclusions to the data, enabling
to question the findings and re-evaluate them. Therefore, the author believes to
have gained consistency of interpretation, and that other researchers would have
come to the same or similar conclusions by processing the same data.

In this study, the saturation was reached as the focus group participants did not pro-
vide any new data in the group and the next group provided no new viewpoints into
the discussion. Saturation level was researched by continuous analysis of the col-
lected data. After the second focus group interview, the author believed that the
third focus group would not provide so much value adding information that it would
be sensible to analyze it, taking into consideration the time constrains. In addition,
according to Kananen (2011, 53), a total of 12 participants is generally found suffi-
cient amount in qualitative research. Although, having more time and resources for
this research, it would have been interesting to study even more views.

As with any research conducted with qualitative methods, the results are rarely gen-
eralizable. In regarding this research topic, there can be almost limitless individual
opinions, and therefore results that can vary with a different set of focus group par-
ticipants even within same age group. In this research, the aim was to gain broad in-
sights to the topic. Due to the small group of participants these study results should
not be generalized to larger populations.
 47

Although not providing generalizable results, the findings of this study can be used by
managers and HR professionals to better understand the broad findings of millennial
employee characteristics and views towards remote working. The author believes
that companies having the possibility, or planning to provide remote working, can re-
flect these findings with a critical scope to their organization and possibly enhance
their ways of working. The purpose of this study, – to define the appealing and dis-
pelling factors of remote working as well as thoughts of remote work management
from the millennial employee perspective – was achieved as the author was able to
draw valid conclusions to the research questions.

6.2 Ideas for future research

This qualitative research defined broad findings to the subject, but to be

generalizable, this subject should be studied in a much larger population. It would be
interesting to compare the results also more in detail, by comparing the attitudes
between men and women, and within different regions and nationalities. This could
be done for example as a quantitative study measuring whether the issues arised in
this research truly have an impact, and how much do they effect.

One of the key findings of this research was that there might be a negative impact on
remote working productivity and personal development. Future research could also
provide quantitative results in how many millenial remote workers have experienced
these kind of negative aspects. That way companies would be provided with more
valuable results to base their decisions on remote working availability and its
management.

More research could also be done of the main ideological differences between the
employees and employers regarding remote work. In addition, further research of
remote work management practices, and how they could be adjusted so that the
both expectations – of the employee’s and employer’s – can be met, would enhance
the effectiveness of this way of work.
 48

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Appendices

Appendix 1. Framework for the focus interviews

Attitudes towards remote working

• Would you be interested in working remotely full time? Why?

• Would you be interested in working remotely part-time?
• How do you feel about work-life balance in remote working?

Remote work management

• What do you think how remote working should be managed in terms of control and
support, so that it's fair for the employer and the employee?
• How often there should be feedback?

Bonus question:

• When you are thinking of job search and there is an ad that implies that there is a
possibility to remote work: does it have an impact on the interest towards the job?