Surviving remotely: The impact of remote working on employee wellbeing and work behaviours
How job control and loneliness during a forced shift to remote work impacted employee work behaviours and wellbeing
How job control and loneliness during a forced shift to remote work impacted employee work behaviours and wellbeing
Using several different theories, the authors of this paper examine how forced remote working had such a big impact on employees. The findings from this study shed light on the complexity of remote working and how it affects the workforce differently.
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Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Rebecca joined the Research team in 2019, specialising in the area of health and wellbeing at work as both a practitioner and a researcher. Before joining the CIPD Rebecca worked part-time at Kingston University in the Business School research department, where she worked on several research-driven projects. Additionally, Rebecca worked part-time at a health and wellbeing consultancy where she facilitated various wellbeing workshops, both externally and in-house.
Rebecca has a master’s degree in Occupational Psychology from Kingston University, where she conducted research on Prison Officers’ resilience and coping strategies. The output of this research consisted of a behavioural framework which highlighted positive and negative strategies that Prison Officers used in their daily working life.
Trend analysis and benchmarking data on recruitment, retention and talent management to inform HR and employers on practice considerations and decision-making
An investigation on how psychological safety experienced by employees changes over time and the reasons for these fluctuations
What are the barriers to the adoption of generative AI tools at work and how can they be overcome?
Algorithms can help speed decisions and help organisations to operate more efficiently or profitably, but what are the pitfalls particularly from an ethical perspective?
How might role ambiguity lead to workplace bullying and what is the impact of leadership support in negating this effect?