Table 2 Overview of job demands and resources perceived by hybrid working employees in public administration
Job demands in hybrid work | Job resources in hybrid work | |
|---|---|---|
Work contents and tasks | ▪ Increase in work and meetings ▪ Difficulties in training new employees ▪ Monotony | ▪ Personal freedom and responsibility ▪ Increase in knowledge and competence |
Work organization | ▪ Rejection of hybrid work ▪ Dual responsibility in private and work life ▪ Limited talking culture ▪ Limited communication in digital and hybrid meetings | ▪ Adaptability ▪ Simplicity in coming together ▪ Successful communication and collaboration ▪ Joint office attendance times ▪ Sense of efficiency and productivity |
Work time | ▪ Limited flexibility ▪ Lack of boundaries and structure | ▪ Saving travel distances to the office ▪ Preservation of boundaries and structure ▪ Compatibility with private life |
Social relationships | ▪ Difficulties in finding connection with others ▪ Lack of social contact and exchange ▪ Managers losing touch with employees ▪ Pressure in office attendance | ▪ Maintenance of personal contact ▪ Healthy distance in relationships ▪ Maintenance of interpersonal relationships ▪ Trust and support in the team ▪ Trust and support from managers |
Work equipment | ▪ Misuse of communication- and cooperation software ▪ Missing or inadequate technical and ergonomic equipment | ▪ Availability of technical and ergonomic equipment ▪ Purposeful use of technology and software |
Work environment | ▪ Occupancy of offices during online meetings | ▪ Working free of distractions ▪ Interplay of office and remote work atmosphere |
Organizational resources | – | ▪ Workplace health management and health promotion offerings |