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AEDS
10,2 Promoting effectiveness of
“working from home”: findings
from Hong Kong working
210 population under COVID-19
Received 16 June 2020 Ada Hiu Kan Wong and Joyce Oiwun Cheung
Revised 17 August 2020
Accepted 31 August 2020 School of Graduate Studies, Lingnan University, Tuen Mun, Hong Kong, and
Ziguang Chen
Derby Business School, University of Derby, Derby, UK

Abstract
Purpose – Working-from-home (WFH) practice has been adopted by many companies of a variety of
industries in a diverse manner; however, it is not until the recent outbreak of the coronavirus disease 2019
(COVID-19) pandemic WFH gains worldwide popularity. With so many different views out there and based on
work–family balance theory, this study aims to find out the factors which affect peoples’ WFH effectiveness
and whether they want the extended WFH practice when the pandemic crisis is over.
Design/methodology/approach – This paper adopted an online survey approach by posting questionnaires
on the university website and different social media channels to collect views from full-time Hong Kong
workers who have had WFH experience during the coronavirus outbreak. A total of 1,976 effective responses
were collected for the data analysis.
Findings – The findings of this study indicate that WFH effectiveness is improved by personal and family
well-being but reduced by environmental and resource constraints. When workers are experiencing higher
WFH effectiveness, they have a higher preference for WFH even after the pandemic; the female workers
preferred WFH twice per week, while the male workers more often preferred WFH once per week. Finally,
workers from the management and the self-employed levels demonstrated a lower preference for WFH,
compared to the front-line and middle-grade workers.
Originality/value – This paper fulfils to provide a timely reflection on workers’ post-pandemic WFH
preference, the factors affecting their WFH effectiveness and the demographic differences inducing to the
differentiated preferences.
Keywords Working from home (WFH), Work–family balance, Role theory, WFH effectiveness, WFH
preference, COVID-19
Paper type Research paper

Introduction
Working from home (WFH), which is also known as home office, telework, telecommuting
and flexible/agile work arrangement allows employees a certain extent of flexibility to
complete their job duties at a location other than the office (e.g. home). According to the
International Labour Department, WFH can be regularly based at home, highly mobile in
several locations or just occasionally working outside office. Employees may work fully or
occasionally a number of days from home with the same benefits of those who work in
traditional office settings; alternatively, employees may work as “independent contractors”
who receive neither benefits nor equipment sponsorship (International Labour Department,
2011). Since WFH has been implemented in a variety of ways (i.e. fully work from home,
intermittently work from home a number of days per week and shifting duty rosters with
Asian Education and Development
Studies colleagues) and has blended with other flexible work arrangements (FWAs) (e.g. flexible
Vol. 10 No. 2, 2021
pp. 210-228
working hours, splitting job duties amongst colleagues, etc.), WFH is a complex
© Emerald Publishing Limited
2046-3162
organizational model which is agile and distinctive in different countries, regions and
DOI 10.1108/AEDS-06-2020-0139 industries. Despite the various models of WFH arrangement, this research focusses on the
purely WFH arrangement because this is the practice that has been widely practised Working from
worldwide during the coronavirus disease 2019 (COVID-19) pandemic. With many workers home
experienced WFH for several months since the pandemic, the goal of this study is to examine
how WFH is being perceived by workers in Hong Kong. Specifically, this study aims at
identifying factors that affect an individual’s WFH effectiveness and investigating whether
workers prefer to continue the WFH practice when the pandemic is over.
211
Work from home and the pandemic coronavirus disease 2019
In the high time of maintaining social distancing during COVID-19, many countries have
imposed various degrees of WFH policies to minimize virus contraction amongst colleagues.
In the USA, 34.1% of around 8,000 survey participants in Brynjolfsson et al. (2020) have
switched to home office, and 37% of American jobs, according to Dingel and Neiman (2020)
can be conducted at home (e.g. finance, corporate management, professional and scientific
services). However, Dingel and Neiman (2020) pointed out that jobs like agriculture,
hospitality and retail are unlikely possible to be completed at home. In fact, Baker (2020)
found that 75% American workers (usually in healthcare, manufacturing, retail and food
catering) cannot work at home, while only 25% (usually in technology, computer,
management, administration, finance and engineering) can do so. Companies which were
hit hard by the isolation or failed to adapt to WFH arrangement were forced to shut down, lay-
off or put employees on furlough. Brynjolfsson et al. (2020) estimated that 16 m Americans are
hence out of work; worse still, Kahn et al. (2020) concluded that job vacancies have contracted
in all sectors except nursing and food-selling retail. In China, Zhang et al. (2020) observed a
slightly higher rate of WFH – 38% have worked from home. That said, 25% also ceased
working. This brought huge physiological and mental impact on people in both countries.
Unlike the statutory isolation imposed by the Chinese Government, Zhong (2020) noted that
the neighbouring country Japan only set up a Telework Comprehensive Portal Site which
offered citizens information and a discussion platform that WFH is purely voluntary.
Compared to the USA, China and Japan, much stricter policies have been in place in Belgium.
According to de Baker (2020), the Belgium Ministerial decree on March 18, 2020, stipulated
that all non-essential jobs (i.e. jobs other than ministers, hospitals, elderly homes, universities,
media, police and military forces, courts and tribunals, legal professions and food sellers)
shall either switch to home office or maintain 1.5 m distancing between staff members.
Violators were forced to shut down. Different extent of isolation polices (which ultimately led
to the emergent adaptation of WFH in companies) may be due to various factors. Dingel and
Neiman (2020) found a positive correlation between a country’s income level and the number
of jobs that can be completed at home. While Mexico and Turkey have less than 25% WFH-
able job share, Sweden and the UK have more than 40%. In short, the wealthier a country, the
more likely WFH can take place in it.

Work from home pros and cons

In replacement of or blending with the traditional office setting, WFH arrangement has been
highly praised for some benefits and criticized for some shortcomings. Martin and
MacDonnell (2012) found that WFH helps boost productivity, retain employees and enhance
their commitment and performance. Other benefits include emission reduction (due to
reduction in commute), office cost reduction and work–family balance (Guyot and Sawhill,
2020), increased efficiency and lower burnout risk (Baert et al., 2020), positive influence on the
speed and quality of the development of new products (Coenen and Kok, 2014). That said,
Baert et al. (2020) also found that WFH employees worried about weakening colleague
relationship and diminishing promotion opportunities or negative career development
AEDS (Guyot and Sawhill, 2020; Maruyama and Tietze, 2012). This sets against the general belief
10,2 that career advancement (often in the form of job promotion and increments) is dependent on
strong colleague/supervisor recommendations. When employees WFH, it is unclear, to their
mind, how they can display their commitment, competence and performance without face-to-
face interactions. Due to the distinctive natures, highly paid professional occupations (such as
the aforementioned technology and management jobs) are more likely WFH-able (Guyot and
Sawhill, 2020; Saltiel, 2020); due to the age stratification, 60–69 years old workers in the UK
212 are usually in the front line and prone to risks (Glynn, 2020) that Ichino et al. (2020) proposed
sending the older workforce to work at home, while attracting the younger cohort (20–49
years old) to voluntarily resume work to sustain economy. Some vulnerable groups like the
young, the least educated and minorities (Bell and Blanchflower, 2020) or working mothers
(Alon et al., 2020) probably work in industries which does not allow WFH, inducing to
dissatisfaction over the “telework divide” (Mahler, 2012). Telework divide is a term which
describes the widening opportunity gap between people whose job nature allows WFH and
those whose not. Since a universal WFH plan which is applicable to every industry sector
may not be feasible, granting more jobs freedom to WFH will inevitably erode the existing
injustice that some front-line employees are left with little to no choices at all. Apart from the
worries over promotion, colleague relation and vulnerable groups, some research pinpointed
the potential problem of many companies being unprepared for handling WFH cybersecurity
and data protection (Ahmad, 2020; Belzunegui-Eraso and Erro-Garces, 2020; Martins, 2020).
For example, many employees working from home connect to domestic broadband network,
but the security of data encryption and spam filtering may not be on par with that of company
servers. Both employers and employees worry about information leakage, especially those in
the commercial and public service sectors. Security also concerns safety issues since
employees are not working in the employers’ premises (Erikson, 2020); in other words,
employees’ safety measures can hardly be monitored unless being surveilled. Last but not
least, Weinert et al. (2015) pointed out that WFH employees may experience “telework
exhaustion” related to information, autonomy and isolation. Employees need to stand by and
handle ad hoc duties; meanwhile, they may lack sufficient support such as instruction,
feedback and social interaction. These problems should be carefully solved in order to ensure
effective WFH practice.

Work-from-home (WFH) suggestions by extant research

In Baert et al. (2020), 85% of the Flemish Belgium participants believed that WFH will persist
in the post-pandemic era; Guyot and Sawhill (2020) also predicted that WFH will continue as
the home working habit has been established. In order to facilitate WFH, Galvez, Martınez
and Perez (2012) warned that mutual trust must exist between employers and WFH
employees to avoid conflicts and that companies must have the organizational commitment
to sustain WFH (Hunton and Norman, 2010). Instead of a full swing of WFH arrangement,
Coenen and Kok (2014) found that basic face-to-face contact is necessary to remediate the
disadvantages mentioned above. Therefore, learned from the success in Australia, Bosua
et al. (2012) suggested a hybrid work arrangement which requires employees to work one to
two days from home each week. Based on trust, employers and employees would reach
agreement on individual and team deliverables as well as the provision of information
technology (IT) equipment. Bosua et al. (2012) believed the hybrid model empowers the
employees by giving them control over their work and families, an undisturbed work
environment, work–life balance and a positive vibe. This hybrid model was also
recommended by Sewell and Taskin (2015) and Vega et al. (2015), in which the latter spot
better job performance, satisfaction and creation amongst 180 US Government employees
who work from home on an average of 2.13 days per week. Finally, del Rio-Chanona et al.
(2020) proposed a remote work index (RWI) calculating the likelihood of remote working Working from
based on 740 occupations listed on the O*NET work activity list. An RWI close to 1 indicates home
high remoteness, while an RWI close to 0 means low remoteness. Employers can utilize the
index to decide how likely a job can be done at home.

Work–family balance and the effectiveness of working from home

Work–family balance is defined as “accomplishment of role-related expectations that are 213
negotiated and shared between an individual and his or her role-related partners in the work
and family domains” (Grzywacz and Carlson, 2007, p. 458). Helping workers to improve their
work–life or work–family balance is increasingly viewed as a centric benefit from the
successful implementation of WFH practice. Work–family balance theory has received a lot
of attention from the human resources literature, with ample potential benefits proposed or
identified such as helping to attract and retain talents (US Department of Labor, 1999),
enhancing organizational commitment and job satisfaction (Allen et al., 2000; Aryee et al.,
2005; Carlson et al., 2009), reducing turnover intention (Allen et al., 2000), improving
individual health and well-being (Frone, 2000; Grzywacz and Bass, 2003), reducing sickness
absence (Jansen et al., 2006), fostering greater organizational citizenship behaviour (Bragger
et al., 2005) and improving employees’ performance (Allen et al., 2000; Kossek and Ozeki,
1999). Regardless of the abundant benefits reported, WFH has yet to be a common option for
employees as a way to improve work–family balance. One of the possible reasons is that
employers worry about employees’ performance if allowing them to WFH, especially in the
Asian context which emphasizes on the traditional physical attendance (Fung, 2019). As
such, this study explores the factors that contribute to work effectiveness when WFH.

Factors affecting working-from-home effectiveness

Referring to work–family balance (Carlson et al., 2009) and role theories (Grzywacz and
Carlson, 2007), the option of WFH will likely reduce an individual’s role conflict in performing
different roles in a more flexible manner. Hence, WFH will reasonably result in several
personal and family well-being-related benefits. Nonetheless, WFH also comes with various
problems as reported in recent studies, such as the limited office supplies, restricted access to
company’s internal files, reduced communication quality, etc. A total of three broad themes of
factors were identified to affect WFH effectiveness, a summary of which is provided in
Table 1. Accordingly, this study hypothesizes that
H1. Personal and family well-being is positively related to WFH effectiveness.
H2. Environmental constraint is negatively related to WFH effectiveness.
H3. Resource constraint is negatively related to WFH effectiveness.

Work-from-home pre-pandemic policies

Although WFH is no stranger to some commonwealth countries like the UK, Australia and
Canada and some Scandinavian countries like The Netherlands and Finland, it is still a novel
concept to many countries and cities. Take Hong Kong as an example – back in the late 1990s –
the Planning Department already conducted a survey enquiring people’s willingness to adopt
WFH practice. However, less than 10% preferred WFH (Study on the Propensity for Office
Decentralisation and the Formulation of an Office Land Development
Strategy [OLDS]) and only 0.3% companies adopted the said practice (Second Survey to
Ascertain the Parameters for Forecasting Employment Distribution [SAPFED II]). Baruch
and Yuen (2000) found negative reception of WFH in terms of both company and
AEDS Study Context (industry) Sample size Contributing factors
10,2
Baruch and Yuen Hong Kong and the UK (small 36 Hong Kong (1) Flexible working hours (A)
(2000) companies) and 38 the UK
Chen and McDonald The USA (networked 703 (1) Perceived benefits of
(2014) workers) information and
communication technology (C)
214 Choi (2020) Hong Kong 300 (1) Dedicated workspace (B)
(2) Take a break (A)
(3) Cybersecurity (C)
Fastlane (2020) Hong Kong (SMEs) 200 (1) Access to internal documents
and communication tools (C)
Fonner and Roloff No mention 192 (1) Less work–life conflict (A)
(2010)
Maruyama and The UK (British 394 (1) Female more likely find WFH
Tietze (2012) Telecommuincations PLC) beneficial to caring
responsibilities (A)
Recruit (2020) Hong Kong 313 (1) Companies provide laptops
and software (C)
(2) Companies allow remote
desktop control (C)
Sardeshmukh et al. The USA (supply chain 417 (1) Clear job description (B)
(2012) management company) (2) Clear communication (B)
(3) Feedback (B)
Sun Life Hong Kong Hong Kong 810 (1) Regular communication (B)
(2020) (2) Online gathering (B)
Valmohammadi Iran (28 state-owned 190 (1) IT infrastructure (C)
Table 1.
Three themes of factors (2012) organizations)
contributing to Weinert et al. (2015) No mention 310 (1) Information undersupply (B)
working-from-home (2) Autonomy (A)
effectiveness Note(s): A: well-being factor; B: environmental factor; C: office resource factor

self-interests. In HK2030 study, Planning Department (2002) concluded that clients back then
had no confidence in home business. Since then, the Hong Kong Government has not
publicized any WFH-related surveys or guidelines. The closest information is the “Five-day
work week” and “Flexitime” leaflets released by the Labour Department (2017) which
promotes five-day work week and flexitime (i.e. flexible working hours). By adopting five-day
work week, employees work five days and take two days leave per week. Employers and
employees can decide on taking leaves on weekdays or weekends, depending on the
corporates’ operation need. On top of this, under the flexitime suggestion, employers can set
up a core working hours and let employees flexibly work on the non-core hours as long as the
total number of work hours remains the same. Although Hong Kong employers and
employees are now familiar with five-day work week and flexitime, moving the workplace to
home is still a novel concept. Recent surveys summarized Hong Kong people’s concerns over
WFH, such as technostress (Leung, 2016; Recruit May 29, 2020) and limited access to internal
resources (Fastlane April 29, 2020), work–family conflict (Leung, 2016) and particularly the
interruptions from children (Recruit May 29, 2020), lower productivity (Choi March 26, 2020;
Morgan McKinley, 2020; Randstad, 2020; Recruit May 29, 2020), as well as being less
respected (Chan July 4, 2020) due to the bad impression of non-commitment (Fung, 2019) and
mistrust (Recruit May 29, 2020). Multinational incorporates like Adidas were chosen by the
Labour Department (2009) as exemplars to share their WFH management decision based on
individual employee’s reason, department, work type, service years, maturity and self-
discipline; Adidas also shared the use of key performance indicators (KPIs) to monitor the
output based on schedule, progress and instructions and provided WFH employees with Working from
secure laptops to avoid information leakage. Besides, HSBC and Sanofi are two more home
companies which stories exemplified that their employees can apply for and discuss with
supervisors their options of WFH (e.g. WFH or job sharing by two or more people) (Labour
Department, 2015). Having said that we argue that the Hong Kong Government has yet
officially endorsed WFH.
Japan is similar to Hong Kong that WFH was briefly mentioned under the aspect of
“family friendliness” of their work–life balance charter (“Shigoto to seikatsu no chouwa 215
(waaku raifu baransu) kenshou”) (Japan Institute for Labour Policy and Training, 2013), while
Taiwan made no mention of any WFH policies except flexible work hours in the Article 30 of
the Labour Standards Act (Ministry of Labor Republic of China (Taiwan), 2018). Taking one
step forward is the non-statutory guidelines set up by Singapore: the Tripartite Standards
specified that, under the (Singapore) FWAs, employers can adjust three types of
arrangements (i.e. flexi-load (full-/part-time), flexi-time (staggered/compressed hours) and
flexi-place). In view of flexi-place, which is equivalent to remote/home office, employers can
refer to the Singapore FWA templates to discuss with employees the number of work hours,
tasks, communicative tools, expenditures, appraisal parameters, monitor frequency and take-
home resources, etc. (Tripartite Alliance for Fair and Progressive Employment Practices,
n.d.). Still, WFH agreement is not protected by law in Singapore. The Ireland Government
officially made WFH an essential feature of its Smarter Travel 2007 initiative which aims at
reducing or eliminating the daily commute to workplace and the pollution. However, as
Hynes (2014) and Hynes (2016) criticized, WFH has not been received well not because of the
lack of official endorsement but for the official failure in legitimatizing the benefits and
introducing the seamless incorporation of WFH. WFH is much better received in Australia,
where statutory law guarantees the legitimacy of WFH, though coming with great
restrictions. According to the Fair Work Ombusman (n.d.) – under the (Australia) Fair Works
Act – FWAs, individuals who are parents, caregivers, disabled, aged 55 years or above,
victims of domestic violence and caregivers of family members are eligible to request WFH,
after which the employers are bound to reach an agreement on the work hours, work patterns
and work locations in 21 days. However, employees other than the said categories are not
entitled to such request power. Their counterparts in the UK, The Netherlands and Canada
can apply for WFH if so they wish. The UK Government stipulates that employees, regardless
of background, can write to request for flexible work in terms of WFH and their employers
must write back to reach an agreement within three months. Employees reserve the right to
lodge complaints to the employment tribunals (Gov.uk, n.d.). A similar practice is guaranteed
in Canada that, under the Canada Labour Code, employees can freely write to request changes
on working locations and the employers must reply with an approval or denial. Employees
can also appeal cases to the Canadian Industrial Relations Board (Government of Canada,
2019). Better yet, since 2016, employees in The Netherlands can resort to the Flexible
Working Hours Act to request changes on their working locations, upon which their
employers must agree unless business interests will be threatened (Loyens and Loeff, 2015).
Ultimately, Finland is one of the most WFH-friendly countries where, under the New
Working Hours Act effective in 2020, employees can decide at least half of the working hours
and the corresponding work locations on their own (Nevalainen and Toivonen, 2019).

Working-from-home effectiveness and post-pandemic working-from-home

preference
Many governments announced various levels of isolation measures in wake of the
coronavirus outbreak, which encouraged employers to allow employees to WFH. This large-
scale “WFH trial run” allows both employees and employers to experience both the pros and
AEDS cons brought by WFH. This is hypothesized that individuals who achieved better WFH
10,2 effectiveness will more likely desire an extension of WFH option as a normal job practice. Not
only would they require an option of WFH but also a longer duration of WFH per week, when
the COVID-19 pandemic is over. Hence,
H4. WFH effectiveness is positively related to post-pandemic WFH preference.
According to Maruyama and Tietze (2012), female teleworkers exceptionally benefited from
216 WFH in which they can cope with caring responsibilities at home. For family-oriented female
workers, they may face role conflicts resulting from the different roles that they play (e.g. a
mother at home versus a supervisor at work) according to role theory (Grzywacz and Carlson,
2007). To reduce the role conflicts, an individual may try to achieve work–family balance by
engaging in ongoing, flexible role-related negotiations (e.g. discussion with the company
about flexible work arrangement). As such, we assumed that female workers are more likely
to have a greater WFH preference than their male colleagues when the COVID-19 pandemic is
over. Hence, we hypothesize that
H5. Female workers hold a greater post-pandemic WFH preference than their male
counterparts.

The research methodology

The sample and procedure
An online survey questionnaire was developed and posted on the university website to collect
views from full-time Hong Kong workers who have had WFH experience during the
coronavirus outbreak. Invitation to join the survey was extended to the public via different
social media channels. Data collection was done between 8 Apr 2020 and 26 April 2020. A
total of 2,573 questionnaires were collected, with 1,976 (i.e. 76.8%) effective responses for the
data analysis. All these respondents indicated that they had a full-time job at the time they
completed the survey and had WFH experience during the COVID-19 pandemic.

Measures
Question items were developed based on a review on a wide range of literature (e.g. academic
papers, industry reports, newspaper commentaries, etc.). Hence, question items are not
sourced from factors reported in Table 1, which only summarizes a selected number of
studies. All measures in this study used a five-point Likert scale, where 1 5 “strongly
disagree” and 5 5 “strongly agree”, unless otherwise indicated. The composite measures for
each variable were the average of all items of the construct, except for “Resource constraint”,
whose composite score was the sum of its items (i.e. this is a formative scale).
Personal and family well-being was measured by a six-item scale that captures various
benefits of WFH. WFH effectiveness was assessed by a three-item scale that describes various
work efficiency and effectiveness conditions. For items of these two constructs, respondents
were asked to indicate their agreement to each of the statements about WFH benefits,
compared to working at office.
Environmental constraint was assessed by a five-item scale that captures the commonly
known challenges of WFH. For these two constraint factors, respondents were asked “as
compared to working at office, do you find the following a challenge when WFH?” Items were
initially scored as 1 5 “Yes”, 2 5 “No” and 3 5 “Neutral”. To match the other five-point scale
measures in this study, these items were recorded to a five-point scale as 1.5 5 “No”,
3 5 “Neutral” and 4.5 5 “Yes”.
Resource constraint was measured by a two-item formative scale (not reflective scale);
hence, the composite score of this scale was the sum of the two items but not their average.
 Before testing our hypotheses, we conducted an exploratory factor analysis (EFA) to see Working from
whether the underlying factor structure matches our theoretical model as shown in Figure 1. home
In this study, we test two models as shown in Figure 1. There are four variables in model 1,
namely, personal and family well-being, environmental and resource constraints and WFH
effectiveness, while there are three variables in model 2, namely, WFH effectiveness (this is
the same as in model 1), gender and WFH preference. Since gender is a categorical variable
and WFH preference is a single-item measured variable, we conducted the EFA employing
the principal component analysis by using Varimax rotation (Gerbing and Anderson, 1988) 217
on the above-mentioned measure items of the four variables in model 1. As a result, four
factors were generated with eigenvalues exceeding 1. The suitability of this approach was
supported by a sufficiently high Kaiser-Meyer-Olkin (KMO) value of 0.89 and a statistically
significant Bartlett’s result. The four-factor structure matched our theoretical models as
presented in Figure 1, which means that all variables loaded substantially on their relevant
components. Loadings on other components in no case exceeded 0.38, indicating that the
measurement procedures used were sufficiently discriminating. Table 2 shows the results of
this EFA. We used an unweighted index to calculate the four variables’ scores.
Respondents were asked to indicate their gender by selecting 1 5 “Male” and
2 5 “Female”. Another dependent variable in this study was WFH preference, which was
assessed by asking the respondents, “when the current coronavirus crisis is over, would you
still want to continue working from home?” Choice options include 1 5 “No”, 2 5 “Yes, once a
week”, 3 5 “Yes, twice a week” and 4 5 “Yes, 3 days or more a week”.
Control variables include gender (except in conceptual model 2), age, marital and
residential status (living alone or with others) and job position. These variables were included
in the data analysis to reduce spurious effects owing to the potential influence of demographic
characteristics.
Descriptive statistics are provided in Table 3, the general demographic characteristics of
respondents are presented in Table 4 and interconstruct correlations of key variables are
provided in Table 5.

Model 1:

Personal & Family H1

Well-being

Environmental H2 WFH
Constraint Effecveness
H3
Resource
Constraint

Model 2:

WFH H4
Effecveness
WFH
Preference Figure 1.
H5 Conceptual models of
Gender this study
AEDS Cronbach’s Item-to-total
10,2 Items alpha correlation

Personal and family well-being 0.89

Reduce work stress 0.67
Get more time to rest 0.85
Get more time to exercise 0.77
218 Improve work–life balance 0.80
Bring a better quality of life 0.84
Maintain a better relationship with family members 0.66
Environmental constraint 0.75
Lack of working space at home 0.59
Can not communicate timely with colleagues 0.57
Easily disturbed by family members, children or others who live 0.85
together during work
Easily distracted by household chores during work 0.83
Resource constraint* 0.67
Lack of office hardware 0.82
Lack of office software 0.84
WFH effectiveness 0.81
Table 2. Achieve better concentration 0.85
Reliability and factor Improve work efficiency 0.84
analyses for main Get more time to work 0.65
constructs Note(s): *This is a formative, instead of a reflective scale. Its Cronbach’s alpha is for reporting purpose only

Variables Minimum Maximum Mean Std. deviation

Control variables
Gender 1 2 1.68 0.47
Age 1 7 3.56 1.01
Marital status 1 3 1.46 0.53
Residential status 1 6 3.47 1.00
Job position 1 5 1.63 0.78
Independent variables
Well-being 1.00 5.00 3.55 0.84
Environmental constraint 1.50 4.50 3.41 1.00
Resource constraint 3.00 9.00 7.08 2.29
Dependent variables
Table 3. Work efficiency 1.00 5.00 3.06 0.86
Descriptive statistics Work-from- home preference 1 4 2.50 0.97

Results
What factors impact the effectiveness of WFH? The regression analysis was performed to
test H1 to H3 in this study (Table 6). Results revealed that a total of 37% of variance of WFH
effectiveness was explained by the three independent variables, namely, personal and family
well-being (H1), environmental constraint (H2) and resource constraint (H3). Specifically,
personal and family well-being shows greatest positive effect (β 5 0.48, p < 0.01) on WFH
effectiveness, followed by moderate negative effect by environmental constraint (β 5 0.18,
p < 0.01) and a small but statistically significant effect by resource constraint (β5 0.03,
p < 0.01). Hence, all H1–H3 are supported. The moderated regression analysis was performed
for each of the control variables (i.e. gender, age, marital status, job position and residential
Items Count Percentage
Working from
home
Gender
Male 638 32.3
Female 1,338 67.7
Age
Below 18 years 5 0.3 219
18–25 years 238 12.0
26–35 years 789 39.9
36–45 years 629 31.8
46–55 years 229 11.6
56–65 years 77 3.9
66 years or above 9 0.5
Marital status
Single 1,099 55.6
Married 850 43.0
Single parent 27 1.4
Job position
Front-line or basic level 1,010 51.1
Middle grade 769 38.9
Management 122 6.2
Self-employed 66 3.3
Others 9 0.5
Residential status
Alone 87 4.4
With friends 32 1.6
With family 1,151 58.2
With spouse but no children 279 14.1
With spouse, children and/or family member(s) 421 21.3
Others 6 0.3
Company type
Government 214 10.8
Public bodies including hospitals and schools 527 26.7
Private enterprise 802 40.6 Table 4.
Small and medium enterprises 325 16.4 Demographic
Self-employed 69 3.5 information of
Others 39 2.0 respondents

status) to explore the potential moderation effect but no statistically significant result was
identified. Such results suggest that the relationships between all the three independent
variables (IVs) and WFH effectiveness are robust, regardless of different demographic
characteristics.
While many of the working people were either forced or encouraged to WFH, is the
WFH practice still preferred by the working class even after the pandemic? Table 7 shows
the breakdown of preference indicated by the respondents. A majority of respondents
(35.6%) indicated that they prefer to continue to WFH twice a week, followed by 29.7%
who want to WFH once a week. Only 16.3% respondents indicated a post-pandemic WFH
preference of three days or more a week. Amongst the WFH options, 18.4% respondents
indicated that they do not want to continue the WFH arrangement after the pandemic. In a
word, majority of Hong Kong workers (65.3%) preferred to WFH one to two days
per week.
 10,2

220
AEDS

Table 5.
The correlation matrix
Mean SD 1 2 3 4 5 6 7 8 9 10

1. Gender 1.68 0.47 1.00

2. Age 3.56 1.01 0.07** 1.00
3. Marital status 1.46 0.53 0.06** 0.43** 1.00
4. Residential status 3.47 1.00 0.04 0.27** 0.61** 1.00
5. Job position 1.63 0.78 0.07** 0.21** 0.16** 0.08** 1.00
6. Personal and family well-being 3.55 0.84 0.01 0.04 0.02 0.02 0.03 1.00
7. Environmental constraint 3.41 1.00 0.03 0.03 0.03 0.09** 0.04 0.35** 1.00
8. Resource constraint 7.08 2.29 0.03 0.01 0.07** 0.04 0.09** 0.16** 0.44** 1.00
9. WFH efficiency 3.06 0.86 0.01 0.05* 0.05* 0.07** 0.01 0.56** 0.41** 0.25** 1.00
10. WFH preference 2.50 0.97 0.05* 0.10** 0.02 0.00 0.02 0.49** 0.30** 0.20** 0.44** 1.00
Note(s): n 5 1,976, *p < 0.05, **p < 0.01 ( two-tailed)
 Model 1 Model 2
Working from
home
Constant 3.37 (0.12) 2.44 (0.14)
Control variables
Gender 0.03 (0.04) 0.04 (0.03)
Age 0.03 (0.02) 0.01 (0.02)
Marital status 0.00 (0.05) 0.01 (0.04) 221
Residential status 0.05 (0.03)* 0.05 (0.02)*
Job position 0.00 (0.03) 0.01 (0.02)
Independent variables
Well-being 0.48 (0.02)**
Environmental constraint 0.18 (0.02)**
Resource constraint 0.03 (0.01)**
2
Adjusted R 0.00 0.37
F 2.15 147.16 Table 6.
ΔF significance 0.06 0.00 Regression results for
Note(s): Unstandardized coefficients are shown with standard errors in parentheses; n 5 1,976, *p < 0.05, working-from-home
**p < 0.01 ( two-tailed) effectiveness

Question: when the current coronavirus crisis is over, would you still want to continue
working from home? Count Percentage

No 364 18.4 Table 7.

Yes, once a week 587 29.7 Post-pandemic
Yes, twice a week 703 35.6 working-from-home
Yes, three days or more a week 322 16.3 preference (n 5 1,976)

Who would have a greater preference of WFH when the current COVID-19 pandemic is over?
Another regression analysis was performed to explore the effects of WFH effectiveness and
gender on WFH preference. As shown in Table 8, when the three IVs (i.e. personal and family
well-being, environmental and resource constraints) of WFH effectiveness were controlled for
analysis, WFH effectiveness (H4) and gender (H5) together explained 3% of variance, with the
whole model explaining 29.5% of variance in post-pandemic WFH preference. A greater
positive effect of WFH effectiveness was observed (β 5 0.24, p < 0.01) on WFH preference,
compared to gender difference (β 5 0.08, p < 0.05). To further explore the effect of gender on
post-pandemic WFH preference, independent sample t-test was performed. Results indicate
that there was a significant difference in the scores for male (M 5 2.43, SD 5 0.99) and female
(M 5 2.53, SD 5 0.96); t (1974) 5 2.00, p 5 0.046. These results suggest that female workers
slightly more often preferred to WFH for two days per week, while the male workers slightly
more often preferred to WFH for one day per week. Hence, H4 and H5 are supported.

Post hoc analyses

As identified from the regression analysis results in Table 8, age regressed negatively on
WFH preference (β 5 0.08, p < 0.01), meaning that younger age group has a higher
preference to WFH when compared to the older age group. Another interesting finding is that
workers from the management and the self-employed levels demonstrated a lower preference
to WFH, compared to the front-line and middle grade workers. Such observation is supported
AEDS Model 1 Model 2
10,2
Constant 1.56 (0.16) 0.83 (0.18)
Control variables
Age 0.08 (0.02)** 0.08 (0.02)**
Marital status 0.04 (0.05) 0.04 (0.05)
222 Residential status 0.01 (0.02) 0.02 (0.02)
Job position 0.00 (0.03) 0.00 (0.02)
Well-being 0.50 (0.02)** 0.38 (0.03)**
Environmental constraint 0.11 (0.02)** 0.06 (0.02)**
Resource constraint 0.04 (0.01)** 0.03 (0.01)**
Independent variables
Gender 0.08 (0.04)*
Work efficiency 0.24 (0.03)**
Adjusted R2 0.27 0.30
Table 8. F 103.13 93.01
Regression results for ΔF significance 0.00 0.00
working-from-home Note(s): Unstandardized coefficients are shown with standard errors in parentheses; n 5 1,976, *p < 0.05,
preference **p < 0.01 ( two-tailed)

by the significant difference in the scores for “frontline and middle grade” group (M 5 2.52,
SD 5 0.96) and “management and self-employed” group (M 5 2.30, SD 5 1.07);
t (1965) 5 2.96, p 5 0.003.

Conclusion and implications

Based on the data collected from 1,976 Hong Kong working people, we conclude that WFH
effectiveness is improved by the personal and family well-being, as a benefit of WFH.
However, environmental and resource constraints would reduce the effectiveness of WFH.
Furthermore, when workers are experiencing higher WFH effectiveness, they have a higher
preference on WFH arrangement even after the pandemic. Such preference is also higher
amongst female workers, as compared to their male colleagues. Front-line and middle grade
workers also showed higher preference to WFH compared to the management level workers
and self-employed people. These findings have implications for both researchers and
managers.

Implications for researchers

Research findings are consistent with work–family balance and role theories, which suggest
that achieving work–family balance would help reduce the role conflict and improve well-
being, which then enhances job performance. In this study, personal and family well-being
was found to enhance the effectiveness of WFH. These findings contribute to the work–
family balance and role theory literature by providing empirical evidence of the benefits of
WFH (as a way to achieve work–family balance and reduce role conflict) and its positive
effect on WFH effectiveness. WFH arrangement allows an individual to quickly switch
between different roles (the role at work versus that in family), workers can therefore fulfil
their different role-related expectations relatively easier and quicker than working at office.
The convenience in role switching not only improves personal and family well-being but is
also found to improve WFH effectiveness in this study.
Another contribution to the literature is the gender effect on post-pandemic WFH
preference. Consistent with Maruyama and Tietze’s (2012) study, which found that female
teleworkers exceptionally benefited from WFH in which they can cope with caring Working from
responsibilities at home, the present study also shows that female showed a higher preference home
to WFH than male did. Specifically, female workers showed a greater preference to WFH for
two days a week, while male workers were slightly more inclined to WFH for one day per
week. Such findings shed light on the characteristics of Asian society that female is more
family oriented than male, even with a lot of female workers participating in the workforce in
the modern society today.
223
Implications for managers
The literature suggests that it is important for an organization to design and implement
work–family balance strategies, as a way to attract and retain talents (Martin and
MacDonnell, 2012). Our findings indicated that an individual who perceives greater personal
and family well-being as a result of WFH would have higher WFH effectiveness, which in
turn increases post-pandemic WFH preference.
Although management and self-employed persons showed lower preference to WFH after
the COVID-19 crisis, managers are suggested to note the trend of having WFH as an HR
strategy to attract and retain talents. Specifically, this is observed from this study that female
and younger workers have a higher preference for WFH. Hence, having WFH as an option, in
particular allowing a worker to WFH from one to two days per week, should be helpful for a
company to attract and retain female or younger generation workers.
Our findings also confirmed that this is important for a company to provide hardware and
software support to workers to improve their WFH effectiveness. Examples include providing cash
allowance for purchasing IT equipment or office supplies, lending out IT equipment to employers
when they are WFH, strengthening IT software and network support, using software that
facilitates communications amongst colleagues, improving accessibility to internal network drives
via secured online platforms, etc. Such findings echo those reported in previous studies about the
difficulties of WFH in the Hong Kong context (e.g. Fastlane, 2020; Leung, 2016; Recruit, 2020).
It is surprising to find that managers and self-employed less preferred WFH, compared to
the front-line and middle-grade workers. Mistrust has been identified as one of the key factors
that discourage WFH practices’ implementation (Recruit, 2020); therefore, it is important for
the HR department to do something to strategically change the mindset of the senior
management and get their support on the implementation of WFH arrangement as a way to
promote work–family balance of employees. Referring to Galvez, Martınez and Perez (2012),
organizing activities to build mutual trust between senior management and their
subordinates would also help facilitate the implementation of WFH practice.

Limitations and future research

Our study, like any other, is not without limitations. First, the scales for measuring each of the
concepts were developed based on their logicality and results of EFA, which lends support to
scale discriminant and convergent validity. Scale reliability of each scale was also checked
and respective Cronbach’s alpha passed the recommended threshold of 0.70. However, it
would be better for future studies to adopt well-developed scales to key concepts like “well-
being” or “work-family balance” to examine its potential effects on WFH effectiveness.
Second, in addition to WFH effectiveness, more variables shall be investigated in future
studies about the potential benefits of WFH. Organizational-level benefits of WFH have
received very little attention in the literature which should be explored in future studies.
Findings of such should help promote WFH and other work–family balance practice amongst
managers, so as to seek their support on the implementation of such HR policies.
Third, the findings of this study show the clear voices of employees that they prefer to
have the WFH option even after the pandemic. However, this is equally clear that the senior
AEDS management takes the opposite stand. It is therefore critically important for future research
10,2 to investigate for the ways to deal with the worries of the senior management. Common
examples of worries about WFH include lower productivity (Choi, 2020; Morgan McKinley,
2020; Randstad, 2020; Recruit, 2020), bad impression of non-commitment (Fung, 2019), lack of
IT support (Erikson, 2020), etc. All these require further investigation to offer practical
solutions that facilitate WFH arrangement.
Finally, the cross-sectional design limits the ability to draw firm conclusions on the causal
224 relationships studied. Is it possible that WFH effectiveness will be diminished with a longer
WFH duration per week? Or would it be strengthened as an employee gained a certain period
of WFH experience? Would WFH preference be changed after an individual is promoted to a
more senior position? What is the optimal WFH duration for the best job performance? Future
study using a longitudinal research design may offer insights into the above-mentioned
questions and provide further theoretical and practical suggestions for effective
implementation of WFH policies.

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Further reading
Mercer (n.d.), “Prevailing from Coronavirus (COVID-19): coronavirus response survey results”,
available at: https://www.mercer.com.hk/our-thinking/healthy-people-healthy-business/
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Corresponding author
Ada Hiu Kan Wong can be contacted at: [email protected]

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