Riassunto analitico
Digitazion and the always more use and availability of technology, like mobile phones, the internet and e-mails, have allowed employees to get more control on where and when to work: this managerial philosophy is called “smart work” (or agile work). Thanks to this new and innovative approach, the employee becomes more autonomous and flexible in terms of space and timing, but at the same time he’s having more responsibilities and he becomes more focused on results. This new relationship between employer and employee needs to be based on trust, as the work is now based on goals reached instead of working hours.
The smart worker is now free of spacial and time constraints, and he can be helped from the use of ICTs, thanks to which he is able to access all the information needed in an easier, faster and broader way.
In Italy this reality is becoming more and more concrete: according to Osservatorio of Smart Working in Milan, more than 300,000 people adopt smart working, in particular 36% of large companies in Italy have started new projects in order to make working time and workplaces more flexible.
There are several and clear advantages in using smart working, for example the employee is able to have a better work-life balance and to reduce the time used from going home to office and viceversa, and consequently the CO2 emissions. On the other hand, there are several downsides, like loss of feedback and social support from both colleagues and supervisor, which can in turn lead to a feeling of isolation.
My goal is to deepen these aspects of potential lack of feedback and organizational support, and to observe if organizational trust can mediate and overcome these potential obstacles.
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Abstract
Digitazion and the always more use and availability of technology, like mobile phones, the internet and e-mails, have allowed employees to get more control on where and when to work: this managerial philosophy is called “smart work” (or agile work). Thanks to this new and innovative approach, the employee becomes more autonomous and flexible in terms of space and timing, but at the same time he’s having more responsibilities and he becomes more focused on results. This new relationship between employer and employee needs to be based on trust, as the work is now based on goals reached instead of working hours.
The smart worker is now free of spacial and time constraints, and he can be helped from the use of ICTs, thanks to which he is able to access all the information needed in an easier, faster and broader way.
In Italy this reality is becoming more and more concrete: according to Osservatorio of Smart Working in Milan, more than 300,000 people adopt smart working, in particular 36% of large companies in Italy have started new projects in order to make working time and workplaces more flexible.
There are several and clear advantages in using smart working, for example the employee is able to have a better work-life balance and to reduce the time used from going home to office and viceversa, and consequently the CO2 emissions. On the other hand, there are several downsides, like loss of feedback and social support from both colleagues and supervisor, which can in turn lead to a feeling of isolation.
My goal is to deepen these aspects of potential lack of feedback and organizational support, and to observe if organizational trust can mediate and overcome these potential obstacles.
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