The Effects of Remote Working in The Skill Development of The Employee

COLLEGE OF SUBIC MONTESSORI INC.
“Shaping Lives, Intellects and World Views”
Chapter 1
THE PROBLEM AND ITS BACKGROUND
INTRODUCTION
The Coronavirus pandemic is the most significant health crisis that the Philippines has faced in
the past decades. It has severely affected our way of living with unparalleled consequences for
our daily lives, including how we work and learn.
Of the recent trends in the business industry, as the pandemic continues to affect the lives of
millions of Filipinos. Businesses and other Enterprises in Dinalupihan, Bataan adopt various
methods in order to continue their operations without risking the health and lives of its staffs as
well as the owners and other stakeholders, one of this methods is to convert office or as we know
face to face work into home based work..
What is Remote Working? As per Cambridge Dictionary, Remote working is the practice of an
employee working at their home, or in some other place that is not an organization's usual place
of business. Remote work has grown in popularity in recent years, which enables workers to
access their work whenever and wherever there is an Internet Connection, It gives workers more
control over their space and their time and this helps reduce the risk of being infected with the
Coronavirus as well as a big help in eliminating transportation cost for most employees who
commute in order to attend their work every day. However, despite the advantages of remote
work, there are also challenges. According to Buffer’s 2019 State of Remote Work report, 17%
of the employees are struggling to collaborate or communicate with their colleagues, because of
lack of communication the number of problems arise. Unlike when employees are in the same
CSM SOARS HIGHER EDUCATION

office, they can interact with each other anytime. Another challenge as published by Workana is
maintaining and building trust with other Co-worker. According to their studies, out of a
thousand employees surveyed, 52% pointed out that when working at their home office they feel
that the rest of the team is less trustful and leave them out of some big decisions. More
specifically, they worry that coworkers say bad things behind their backs and make changes to
projects without telling them in advance, as a means to undermine their work. Some employees
are afraid to trust their co-workers because they don’t know each other and also they haven’t met
yet. Face-to-face interactions and everyday communications are important because they can
foster feelings of trust and bonding within the group.
Many companies intend to permanently shift at least some of their employees to remote work
post the pandemic. As a result, companies will be readily hiring employees who not only have
the desired expertise for the vacant job position, but also the core competencies to succeed in a
remote role.
In this study the researcher wants to determine the effects of remote working in the development
of skills of employees, such as in Verbal and Written Communication Skills, Time-Management
Skills and as well in Critical Thinking Skills, also researcher wants to bring to the surface
problems that predated the current crisis, such as a the lack of technological infrastructure,
devices and tools and digital connectivity.
STATEMENT OF THE PROBLEM
The Researcher concluded questions to form a survey that may help in determining the effects of
Remote Working in the Development of Skills of employees employed at various establishments
in the Area of Dinalupihan in Bataan.

Specially, the study sought answer to the following questions:
1. What is the profile of the Employees in terms of:
1.1. Name
1.2. Age
1.3. Sex
2. What certain skill you developed through working remotely?
2.1. Adaptability
2.2. Time Management
2.3. Digital Literacy
2.4. Oral Communication
3. What working skill do you have that does not apply to remote working?
3.1. Leadership skill
3.2. Verbal Communication skill
3.3. Problem solving skill
3.4. Teamwork
4. What is the most possible recommendation to develop skills despite remote working?
4.1. Set out your team’s mission and purpose
4.2. Be clear about roles
4.3. Communicate effectively
4.4. Manage conflict

SCOPE AND DELIMITATION
This research paper is composed based on the factors that affect the skill development of
employees. The researchers conduct a survey to various individuals who are employed as a home
based worker in Dinalupihan, Bataan in order to gather data and information which may be used
to determine the effects of remote working to employees. The survey will take place sending an
online form to the respondents in Dinalupihan, Bataan. Also this survey will not reveal any
important personal information of the Respondent(s) that may be used in fraud or any evildoings.
The purpose of this study is to have a better knowledge of the relationship between working
from home and employee productivity, as well as to see if there has been any change in
productivity variables over the previous years. The research would be carried out using a survey
and reference questionnaire for employees.
SIGNIFICANCE OF THE STUDY
This study serves as a resource for determining the effects of remote working in the skill
development of the employees.
The results of this study will provide aid and benefits to the various sectors as follows:
Online Employees. The study will provide benefits to them as they will know the positive and
negative effects of remote working in their skill development and enable them to embrace the
positive effects and get rid of the negative one.
Organizations. This will be gaining insights as to what measures are appropriate to help the
employees to develop their skills in order to support its organizational goals and objectives.

Community. The result of this study will redound to the benefit of the community considering
that employees play an important role in the community. They will be able to realize the
significance of the skill development of the employees to fulfill its duties towards the
community.
Researchers. This refers to the students conducting the study. They will acquire more
information and knowledge about their chosen topic.
Future Researchers. The result of this study will provide related problems to be studied by
future researchers and will also serve as their cross reference that will give them a background or
an overview about this topic.

Notes in Chapter 1
https://dictionary.cambridge.org/us/dictionary/english/remote-working
https://buffer.com/state-of-remote-work-2019
https://blog.workana.com/en/entrepreneurship/seven-great-challenges-of-working-with-remote-teams-
and-how-to-overcome-them/

Chapter 2
FRAMEWORK
This chapter introduces relevant theory, related literature, related studies, conceptual paradigm,
hypothesis and definition of terms. This provides information about the effects of remote
working in the skill development of the employees.
RELATED THEORY
Despite this descriptive evidence of change, caution is advised because theories of social and
economic development could explain some or all of the shift.
Digital Globalization
The first is predicated on the assertion that an economic system is forming that places a greater
focus on intangible economic assets, such as new ideas, software, and services, rather than
tangible goods. More emphasis is placed on educated professionals in this ‘knowledge
economy,’ who have access to bodies of theoretical, specialized, and abstract knowledge, and
thus add value not with their hands, but with their heads (Drucker, 1959; for a critique, see
Thompson et al., 2001). Because knowledge creation is less geographically constrained,
changing the balance between the physical and metaphysical natures of work diminishes the
fixity of work. As a result, the knowledge economy theory suggests that the rise in remote
working can be explained in part by this transformation in the economy.
Flexible Working
Employers are engaging labor in ways that are more sensitive to when and where employment is
needed, according to the second explanatory explanation. This is based on the ‘flexible firm’

approach, in which employers treat different groups of employees differently in order to increase
numerical and functional flexibility (Atkinson and Meager,1986). The former is ensured through
“flexible working,” which is defined as “a type of work arrangement that allows workers to work
for as long as they want, wherever they want, when they want, and at what hours they want”
(CIPD, 2016).It contains a comprehensive list of methods through which employers dice and
slice working hours, as well as modify work location to meet business needs. Those who work
remotely, like those who do other non-standard labor, are often flexible in a variety of ways.
Organizational Adaptation
(Goodstein, 1994; Ingram and Simons, 1995), the idea that employers adapt and evolve in
response to society norms and expectations is linked to the flexible working hypothesis.
Additionally, the changing demographic composition of the workforce may push employers to
offer working arrangements that better suit employees’ domestic and personal circumstances, in
addition to the benefits of employer-inspired flexible working stated above.
Working Environment
Noise, air, temperature, light and color, and space were discovered to be five contributing factors
in the research of the "Daily Hassle" at the workplace. McCoy and Evans (2005) defined how
the physical environment can obstruct the achievement of job goals. Noise, air, temperature,
light and color, and space in the workplace all have a deleterious effect on an individual
employee's performance when exposed to them at a high intensity level or for a long period of
time. This occurs when the stressor impairs one's ability to process and comprehend the number
and predictability of 'signals,' which increase in number and predictability as the activity
becomes more difficult. This environmental stressor may also have an impact on physiological
processes, cause negative affection, reduce motivation, and obstruct social contact.

RELATED LITERATURE
Foreign
According to Nature Human Behaviour (2021) Before the COVID-19 pandemic, at most 5% of
Americans worked from home for more than three days per week1, whereas it is estimated that,
by April 2020, as many as 37% of Americans were working from home (WFH) full-time 2,3.
Thus, in a matter of weeks, the pandemic caused about one-third of US workers to shift to WFH
and nearly every American that was able to work from home. Many technology companies,
such as Twitter, Facebook, Square, Box, Slack and Quora, have taken this shift one step further
by announcing longer term and, in some cases permanent, remote work policies that will enable
at least some employees to work remotely, even after the pandemic 5,6. More generally,
COVID-19 has accelerated the shift away from traditional office work, such that even firms that
do not keep full-time remote work policies in place after the pandemic has ended are unlikely to
fully return to their pre-COVID-19 work arrangements7. Instead, they are likely to switch to
some type of hybrid work model, in which employees split their time between remote and office
work, or a mixed-mode model, in which firms are a mixture of full-time remote employees and
full-time office employees. For example, some scholars predict a long-run equilibrium in which
information workers will work from home approximately 20% of the time1. For long-term
policy decisions regarding remote, hybrid and mixed-mode work to be well informed, decision
makers need to understand how remote work would impact information work in the absence of
the effects of COVID-19.

According to Bain and Taylor, 2000; Felstead et al., 2005.even personal experience, suggests
that paid employment is no longer confined to designated hours carried out in a specified place.
This applies especially to managers, professionals and other white-collar workers. Greater
technological connectivity facilitates this process by enabling work to be carried out wherever
workers happen to be and whatever the time (Messenger and Gschwind, 2016). The costs
associated with purchasing, building and maintaining sites as places of work can be high and are
difficult to justify if usage levels are low and work mobile. This is especially so for office work
which can be conducted using electronic technologies that make possible communication in
word, image and speech with those who are geographically remote.
According to Brayn Taylor (2000) even personal experience suggests that paid employment is no
longer confirmed to designated hours carried out in specified places. This applies especially to
managers, professionals and other white collar workers. Great Technological connectivity
facilitates this process by enabling work to be carried out wherever workers happen to be
whatever the time.
According to Samantha K. Ammons & William T. Markham (2004) Based on a comprehensive
literature review and detailed semi structured interviews with skilled workers who work at home,
this article explores six research areas: reasons for working at home, the creation and
maintenance of home/work boundaries, problems of isolation, distractions and temptations
facing at-home workers, workaholism, and gender differences. The results indicate that white
collar workers usually choose to work at home to reduce work/family conflicts or because of
factors in the external labor market. Problems of creating and maintaining home/work

boundaries, isolation, distractions and temptations at home, and workaholism do exist, but there
was evidence that they may have been exaggerated in previous writing about at-home work.
Local
Teleworking, distance freelancing, telecommuting, working from home, portable work, remote
employment, working from anywhere, and flexible employment are all terms for a flexible
working arrangement in which individuals do not travel to a centralized location such as an
office complex, facility, or retail. From the word remote which means far away and working
which means doing an activity for a certain job. (Merriam Webster) It is well known to people
that remote working is a type of work that is done outside the office. This type of working has
been relevant especially today, as we are in the midst of a pandemic. By this type of working
modality, it is made possible for employees to be more productive and effective in working.
Approximately 72 percent of firms in the Philippines have operated remotely as a result of the
country's quarantine. According to Sprout Solutions' research, the BPO Company (31%),
telecommunication technologies (9.79%), and medical (8.51%) sectors were the most preferred
companies that let individuals work from home during the Quarantine, which began in March
2020. As the globe adjusts to the new normal, some people have concluded that remote work is
not a viable business choice in the long run. According to corporate experts, working from home
has a finite 'lifespan.' (Savills, October 2021). This implies that remote working shows a great
result in a workplace but also shows its downside. It also shows that remote working is a very
accessible and productive mode of working during the pandemic.

According to the experts in this study, they identified large data intake and digital and cloud data
processing software as the most major development areas in remote sensing over the next 5–10
years. Artificial intelligence- powered algorithms innovation is also projected to flourish in the
future years as categorization and evaluation of the Earth's surface improves and different data
sources for theme knowledge are ingested. (Chasmer et al., 2021) On the other hand, The
challenges that will face in the future are difficult to predict, particularly in light of new technical
and methodological breakthroughs, relatively unexpected global catastrophes (such as the
current COVID-19 outbreak), and changes in cultural norms. Despite this, there are a few
difficult areas that might cause issues in the future.
Furthermore, several studies have indicated that many workers and job seekers choose a firm
that is digitally equipped and a pioneer in development. Because of changing employee's
performance and the desire for a more dynamic work environment, firms have been obliged to
convert and deploy remote work or hybrid work settings—whether momentarily or permanently
—in order to maintain and recruit the finest personnel. (Rappler, 2021) This shows that the toll
of remote working also takes place in the company. It is seen that companies are forced to
provide equipment, tools, and other necessities for their employees.
Another drawback of remote working for younger remote workers is the possibility of social
exclusion, which is a fascinating phenomenon in the age of social networking and vast
communication technologies. This phenomenon is rather remarkable, and it may imply that,
despite the abundance of technologies for distant communication, young people value face-to-
face contact in the workplace and prefer to collaborate with their coworkers. (Kłopotek, 2017).

Undoubtedly, remote working will not be able to entirely replace traditional types of
employment at this time. This type of employment, on the other hand, should be viewed as one
of several methods devised to satisfy the needs of a modern workplace. Furthermore, a big
number of individuals interested in working remotely should serve as the foundation for
businesses to derive and produce more effective conclusions.
RELATED STUDIES
Foreign
According to Yang, L., Holtz, D., Jaffe, S. et al.(2021) their study results show that the shift to
firm-wide remote work caused business groups to become less interconnected. It also reduced
the number of ties bridging structural holes in the company’s informal collaboration network,
and caused individuals to spend less time collaborating with the bridging ties that remained.
Employees spent a larger portion of their collaboration time with stronger ties, which are better
suited to information transfer, and a smaller portion of their time with weak ties, which are more
likely to provide access to new information, as a result of the shift to firm-wide remote work,
according to their research.
The theme of distractions is, in fact, another major issue related to Work from home, according
to Teresa Galanti, MPsyc, Gloria Guidetti, PhD, Elisabetta Mazzei, MPsyc, Salvatore Zappalà,
PhD, and Ferdinando Toscano, MPsyc (J Occup Environ Med. 2021), the results of this study
capture the deleterious role that family-work conflict and a chaotic environment, characterized
by visual and acoustic distractions and lack of privacy, play on Work from Home outcomes.
Distracting environments, while fortunately proving not to be predictors of reduced productivity
and increased stress, seem to exert a negative influence on the motivational drivers of people.
Employees may decrease their engagement, with weakened work motivation when their work

setting becomes more distracting. Furthermore, their findings suggest that autonomy and self-
leadership are associated with increased productivity and job satisfaction. As a result, they may
represent two important resources capable of sustaining Work from Home productivity and
engagement during the COVID-19 epidemic, as well as bringing positive benefits for both
employers and employees.
Local
"In the Philippines, almost 72% of companies have operated remotely as the country was placed
under community quarantines. In a study conducted by Sprout Solutions, it was found that the
BPO industry (31%), information and communication (9.79%), and healthcare (8.51%) sectors
were the biggest industries that let employees work from home during the Enhanced Community
Quarantine implemented last March." However, as the globe adjusts to the new normal, some
people have realized that remote working is not a viable business answer. In their study here are
some reasons why businesses may require office space at some point in the future:
Office as the physical center of your organization.
Because most of the workforce felt isolated during the quarantine, many employees are ready to
return to work to separate work and life. Despite the rigorous physical separation, the office is
one of the few remaining places for everyday face-to-face social connection. People desire
common areas where they may engage and connect with their friends and coworkers since they
are social beings.
Video Conferencing Burnout
According to Forbes Magazine, while some people like the convenience of working from home,
the bulk of people are experiencing burnout after roughly eight months of the pandemic.

“With the suddenness and degree of the shift to remote work, the loss of childcare, and all of the
worries that accompany the pandemic and its economic fallout, all of the things that typically
cause burnout are intensified, which means the risk of burnout is intensified," Vanessa K. Bohns,
(2020) Associate Professor of organizational behavior at Cornell University told CNN
Philippines.
Furthermore, research shows that 59 percent of remote workers take fewer vacation days than
they would otherwise. Many employees are hesitant to take time off to recharge and unwind
because they are afraid of getting laid off.
Connectivity Issues
Concerns were also expressed about the Philippines' ability to facilitate working from home.
Remote workers in the country continue to struggle to keep up with the demands of working
from home, despite the country being called the country with the slowest internet connection in
Asia Pacific (and ranking 97th in the world).
Lack of broadband access, remote workspaces, and important online public services, according
to Barrons(2020), should all be considered major roadblocks on the way to worker freedom.
According to the United Nations Broadband Commission, just three out of every hundred
individuals in the Philippines have fixed-broadband subscriptions, putting the Philippines in
110th place out of 187 nations in 2016.

CONCEPTUAL PARADIGM/FRAMEWORK

HYPOTHESIS
DEFINITION OF TERMS
Work from home - refers to work that is done from home rather than at an office. The notion is
referred to by the acronym "WFH."
Business- is refers to an organization or enterprising entity engaging in commercial, industrial,
or professional activities.
Company - is a legal organization founded by a group of people to engage in and operate a
commercial or industrial business.
Employee - is someone who works for another person or a firm in exchange for a salary or other
agreed-upon pay.
Community- a social group of any size whose members live in the same area, share
government, and frequently share a cultural and historical history.
Digital globalization- is defined as a digital version of globalization that connects nations,
industries, enterprises, and individuals throughout the world through digitally enabled or

supported flows of data, information, ideas, and knowledge, as well as flows of commodities,
services, investment, and capital.
Organizational adaptation- is a concept used to describe the interaction between an
organization and its environment in organization theory and strategic management.
Workforce - the people engaged in or available for work, either in a country or area or in a
particular company or industry.

Notes in Chapter 2
https://rdcu.be/cAObn
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8247534/#__ffn_sectitle
https://sprout.ph/free-report-work-from-home-in-the-philippines-during-covid-19/

Chapter 3
RESEARCH METHODOLOGY
This chapter presents the methods and techniques of the study, the population of the study, the
research instrument, the data gathering procedure, and the data processing and statistical
treatment. The required information relating to this study will be discussed in every part.
RESEARCH DESIGN
This quantitative study utilizes descriptive method design. Descriptive research is used to
describe characteristics of a population or phenomenon being studied (Cynthia Joy, 2014). It
addresses the “what” question rather than questions about how, when, and why the phenomenon
occurs. According to Shuttleworth (2008), descriptive research design is a scientific method
which involves observing and describing the behavior of a subject without influencing it in any
way. He explains that it is often used as a precursor to quantitative research designs, the general
overview giving some valuable pointers as to what variables are worth testing quantitatively.
Porto (2008) said that a descriptive method is designed for the investigator to gather information
about presenting existing conditions. The researcher by using descriptive research can
effectively design a pre-structured questionnaire with both open ended and closed ended
questions, according to Rudison (2015). He also added that the researchers should effectively use
the descriptive method in order to statically analyze the data. According to Manuel and Medel,

as cited by Cynthia Joy (2014), it involves the description, recording, analysis, and interpretation
of the present nature, composition or processes of phenomena and the focus is on prevailing
conditions, or how a person, group, or thing behaves or functions in the present.
POPULATION OF THE STUDY
The study will be conducted in the area of Dinalupihan, Bataan. The target population of the
study includes 45 participants who work from the desired setting; it was large; thus, the sampling
method was applied to come up with an acceptable number of samples.
SAMPLING METHOD
The study area is selected purposively. Purposive selection of the area is due to the fact that no
studies have been conducted in this area on this topic. Simple random sampling method was
applied in this study as each of the respondents has a chance and an equal probability of being
chosen
INSTRUMENT OF THE STUDY
The researchers used Researcher-made online survey questionnaire in gathering the data among
the 45 respondents (employees) within a selected establishment around Dinalupihan, Bataan.
The first part of the survey questionnaire is about the Respondent’s profile in terms name, age,
and age. The second part is composed of questions which answer the following: What certain
skill you developed through working remotely?, and What working skill do you have that does
not apply to remote working?. The last part is composed of a statement that an employee may
recommend to his/her fellow Employees in order to improve their skill development during
remote working.

STATISTICAL TREATMENT
The researcher used slovin’s formula to know the validity of sample size. Slovin’s Formula used
to assure that sample size was able enough to reveal the accuracy of the whole study as this
allow the researcher to compute for the valid numbers participants by assuming the desired
percentage of accuracy which is ninety-five percent (97%) an providing margin of error of three
percent (3%).
DATA GATHERING
The data gathering for the study was done through an online survey questionnaire and will be
made during the month of November. The questionnaire was verified through consultation with
the research adviser and is presented in the appendices. A letter of request to conduct the survey
was sent via email to the selected respondents (employees) in Dinalupihan Bataan. After
verification of the letter request for survey, the questionnaire will be distributed and explained to
the respondents. The researcher requested the respondents to answer with all honesty. The
survey questionnaires were retrieved as soon as the respondents had completed answering the
questionnaires.
VALIDITY AND RELIABILITY
According to Calmorin (2016), validity is the degree to which a test measures what it intends to
measure of truthfulness of the response and reliability is the extent to which a test is consistent
and dependable.
To check the survey questionnaire, the researcher enlists the validation and cooperation of their
research adviser. These will allow it to be readily understood and appropriately answered,
resulting in a clear outcome for statistical treatment. In terms of data collection, the research

study is trustworthy; the survey is done voluntarily and without compulsion and conducted in a
situation that is convenient to the respondents, allowing them to respond thoughtfully and
honestly without hesitation.
Notes in Chapter 3
Cynthia Joy. (2014). Descriptive Method. Retrieved from https://prezi.com/3rdptjum29u9
/descriptive-method/Shuttleworth, M. (2008). Descriptive Research Design. Explorable. Retrieved from
https://explorable.com/descriptive-research-design
Calmorin (2016) https://www.academia.edu/34556884/shapter Porto, J. (2008). Descriptive Method.
Retrieved from https://www.slideshare.net/japorto/ descriptive–method
Rudison, C. (2015). Research Design. Linked in. Retrieved from https://www.linkedin.com
/pulse/research-design-clair-rudison-dba-candidate-
Definition of WORK. (n.d.). Retrieved from Dictionary by Merriam-Webster: America's most-trusted
online dictionary
Savills, K. M. C. (n.d.). Working from Home in the Philippines: Why remote working is not a long-term
business solution. Retrieved from KMC | Leading Full Service Real Estate Agency in the Philippines
(kmcmaggroup.com)

Chasmer, L. E., Ryerson, R. A., & Coburn, C. A. (2021). Educating the Next Generation of Remote
Sensing Specialists: Skills and Industry Needs in a Changing World. Retrieved from Full article:
Educating the Next Generation of Remote Sensing Specialists: Skills and Industry Needs in a Changing
World (tandfonline.com).
Adjusting to hybrid work needs in the era of remote workforces. (n.d.). Rappler. Retrieved from
Adjusting to hybrid work needs in the era of remote workforces (rappler.com)
Chapter 4
PRESENTATION, ANALYSIS, INTERPRETATION AND DISCUSSION
This chapter presents the presentation, analysis and interpretation of the data collected through
the research instrument employed in this research. Results derived from the gathered data would
be identified, described, and explained. Textual, tabular, and graphical presentations were used
to present the findings.
Table 4.1 Age of the Respondents
Categories Frequency Percentage
18-21 21 46.70%
22-25 16 35.60%
26-29 6 13.30 %
30 above 2 4.40%

Figure 4.1 present the age of the respondents who answers the research online survey
questionnaires, 21 respondent (46.70%) are ages 18 to 21, while 16 of respondents (35.60%) are
ages 22 to 25, while 6 respondents (13.30%) are ages 26 to 21, while the remaining 2
respondents (4.40%) are 30 years old and above. According to the HR Department (2019), From
interns to long-time, loyal colleagues, having a range of ages brings a wealth of different
experiences to the office. Not only can experience enhance performance, it will also showcase
your business as inclusive and progressive to your stakeholders and customers. In fact, recent
McKinsey research indicates that corporate culture and business performance will greatly
improve as a result of greater diversity awareness. Age diversity will benefit staff, allowing them
to provide their own individual skills and knowledge, while acknowledging their colleagues’
talent, irrelevant of age. Adding to staff cohesiveness, workplace culture will improve as a result.
Table 4.2 Sex of the respondents
Male 16 35.60%
Female 29 64.40%
Table 4.2 shows the respondent number and percentage in the Sample of the study. Out of 45
respondents 29 (64.40%) were Females and 16 (35.60%) Males. According to the International
Labor Organization (ILO) (2009), Despite some progress made over the last few decades in
increasing women’s labor force participation and narrowing gender gaps in wages, gender
equality in the world of work still remains an elusive goal. While millions of women have
become successful entrepreneurs, women are still grossly underrepresented in the world’s board

rooms. In particular, in the developing world, women continue to form a large majority of the
world’s working poor, earn less income, and are more often affected by long-term
unemployment than men. This is due to women’s socio-economic disadvantages caused by
gender-based discrimination and their double roles of being a worker and a care taker for the
society. Women often have less access to productive resources, education, and skills
development and labor market opportunities than men in many societies. Largely, this is because
of persistent social norms ascribing gender roles, which are often slow to change. Furthermore,
women continue to undertake most unpaid care work, which has become an increasing challenge
in their efforts to engage in productive work, both in subsistence agriculture and market
economy, especially in countries which are negatively affected by environmental change.
Table 4.3 What certain skill you developed through working remotely.
Collaborative Problem 5 11.10%

Solving
Adaptability 12 26.70%
Time Management 22 48.90%
Digital Literacy 6 13.30%
Table 4.3 show the statistic report on what skill employees acquire through working remotely,
out of 45 respondent, 22 individuals the or approximately (48.90%) the majority of respondent
develop or enhance their Time Management skill through working remotely, while 12 or
(26.70%) of respondents answers that through remote working they develop Adaptability skill,

while 6 of respondents or (13.30%) develop Digital Literacy skill and, Collaborative Problem-
Solving which get the 5 respondents or (11.10%). According to Shirley (2008), better time
management can be achieved if goals have been set and then all future work is prioritized based
on how it moves the individual or organization towards meeting the goals. The value of time
management lies in the fact that people have too many tasks they need to do but not enough time
for the things that they want to do. Time management helps identify needs and wants in terms of
their importance and matches them with time and other resources (Ezine, ). Time management
brings about orderliness and enables one to be more productive and fulfilled.
Table 4.4 What working skill do you have that does not apply to remote working.
Leadership Skill 12 26.70%
Verbal Communication Skill 10 22.20%
Problem Solving Skill 11 24.40%
Teamwork 12 26.70%
Figure 4.4 shows what acquired skill is inconvenient or does not actually apply while working
remotely, 12 or (26.70%) of respondents agreed that Leadership Skill does not apply while
working remotely, while 12 also or (26.70%) of the respondents agreed that Teamwork is not
much convenient while working remotely, while 11 or (24.40%) answers Problem Solving and
with the least respondents to answer, Communication Skill got 10 or (22.2) respondents to
choose it as working skill that does not apply while working remotely. Conceptual skills of
leaders consist of critical ability, rational thinking and idea creation. In the words of Yukl (2001)

these skills entail high-quality findings, judgment, care, imminent, originality and the aptitude to
construct choices and decisions in multifaceted conditions. Conceptual skills are required by
leaders to be involved in the process of development, organizing and making decisions. For
getting high productivity from employees, leaders need to know the working and functionality of
an organization and must possess these conceptual skills. According to Birgit Großer, Ulrike
Baumöl International Journal of Information Systems and Project Management 5 (4), 21-35,
2017, The factors in the category goal are a result of the two aforementioned categories,
communication and distance. Extensive and structured communication is needed in Virtual
Teamwork to achieve a mutual and precise understanding of the collective goals. Therefore the
team members should be guided to obtain a shared mental model regarding the goals as such as
well as the processes and structures to achieve these goals. Individual properties, team-virtuality
and culture were extracted as factors regarding characteristics of the group. The affiliation to a
certain generation with its technological and work socialization is a relevant individual property
influencing the performance within a team. Having the skills to work in a team again appears to
be more important when the team operates virtually. The analysis of generational impacts on the
performance of Virtual Teamwork opens Links for future research on Virtual Teamwork
Cultural factors have positive and negative influences on the performance. Challenges that occur
regarding disparities in culture in Virtual Teamwork are also found to be a chance for increasing
performance. The degree of virtuality of teams impacts structures and processes of teamwork
and how it is embedded In the organization. Decision making processes e.g. require to be
adapted for Virtual Teamwork.
Table 4.5 What is the most possible recommendation to develop skill despite working
remotely.

Set your team mission and 12 26.70%

purpose
Be clear about roles 3 6.60%
Communicate Effectively 26 57.80%
Manage Conflict 4 8.90%
Table 4.5 shows the statistical report on what is the most possible recommendation to develop
skill despite working remotely. The majority of 26 individuals or (57.80%) of the respondents
agreed that Communicating Effectively can help you develop your skill despite working
remotely. According to Sarma Cakula, Madara Pratt, (Baltic Journal of Modern Computing 9
(2), 210-219, 2021) Most of the human interaction is non-verbal and the communication using
technology based means is not as effective as face-to-face meetings. It must be remembered that
in communication which is based on information and communication technologies, not only the
technological aspects are essential, but also the ability of management and employees to
communicate effectively in this way. Not all people have a natural talent for using different
forms of communication and doing so effectively. People's ability to adapt is especially critical
when communicating online. When using information and communication technologies,
communication is diverse. In addition, not all communication is verbal. It should also be borne
in mind that communication also takes place nonverbally and that these additional non-verbal
signals can’t always be transmitted or are transmitted using information and communication
technologies. Helander (2014) pointed out that human-computer interaction research should
strive to understand what are the effects of the use of computers on people’s productivity, job

satisfaction, communication with other people, and the general quality of their lives (Helander,
2014).
There is a new set of complex challenges in organizations when face-to-face communication is
transferred to technology-based communication (Pratt et al., 2020c). Not all people have the
natural ability for effective communication. This is especially critical within online
communication. Tusubira and Mulira (2004) name lack of awareness, mindset and lack of top-
level commitment as main sources of implementation problems and suggest developing a
systematic method of ICT implementation (Tusubira, 2004).
Note in Chapter 4
https://www.thehrdepartment.ie/the-hr-advisor/does-age-matter-in-your-workplaceGenderand
employment
https://www.ilo.org/employment/areas/gender-and-employment/lang--en/index.htmImpact of
Leadership on Employees Productivity - ijetsr
https://www.google.com/url?sa=t&source=web&rct=j&url=http://www.ijetsr.com/images/short_pdf/
1448542032_134-
138_TSMI267_ijetsr.pdf&ved=2ahUKEwjNxdSJgur0AhXnSWwGHQyzChgQFnoECAQQBg&usg=A
OvVaw1Y5VCVw9ehVRbs0FkEaX4V
Virtual teamwork in the context of technological and cultural transformation
https://core.ac.uk/download/pdf/326836447.pdf

Communication Technologies in a Remote Workplace
https://www.bjmc.lu.lv/fileadmin/user_upload/lu_portal/projekti/bjmc/Contents/9_2_05_Cakula.pdf
Chapter 5
SUMMARY, CONCLUSION AND RECOMMENDATIONS
This chapter contains the summary of findings, conclusions, and recommendations which the
researchers have arrived at after the careful analysis and interpretation of the data.
SUMMARY OF FINDINGS
This study aims to determine the Effects of Remote Working in the Development Skill of
employees employed at various establishments in the area of Dinalupihan Bataan. The
respondents were selected using a purposive sampling method. With the use of Slovin’s formula,
the sample size of 45 was derived.
Specifically, the study sought to answer the following specific questions:
1. What is the profile of the Employees in terms of:
1.1 Name

1.2 Age
1.3 Sex
2. What certain skill you developed through working remotely?
2.1 Adaptability
2.2 Time Management
2.3 Digital Literacy
2.4 Oral Communication
3. What working skill do you have that does not apply to remote working?
3.1 Leadership skill
3.2 Verbal Communication skill
3.3 Problem solving skill
3.4 Teamwork
4. What is the most possible recommendation to develop skills despite remote working?
4.1 Set out your team’s mission and purpose
4.2 Be clear about roles
4.3 Communicate effectively

4.4 Manage conflict
From the gathered data which were analyzed and interpreted, the following findings are hereby
presented:
1. Profile of the Respondents
1.1 As to Age
The age of the respondents who answered the research survey questionnaires, 21
respondent (46.70%) are ages 18 to 21, while 16 of respondents (35.60%) are ages 22 to
25, while 6 respondents (13.30%) are ages 26 to 21, while the remaining 2 respondents
(4.40%) are 30 years old and above.
1.2 As to Gender
Based on the data gathered, there were 29 or (64.40%) of females and 16 or (35.60%) of
males respondents.
2. Skill develop through remote working
The data gathered reveals that out of 45 respondents, 22 individuals the or approximately
(48.90%) the majority of respondent develop or enhance their Time Management skill
through working remotely, while 12 or (26.70%) of respondents answers that through
remote working they develop Adaptability skill, while 6 of respondents or (13.30%)
develop Digital Literacy skill and, Collaborative Problem-Solving which get the 5
respondents or (11.10%).

3. Skill that is not applicable to remote working
The highest frequency equally belongs to Leadership skill and Teamwork. 12 or
(26.70%) of respondents agreed that Leadership Skill does not apply while working
remotely, while 12 also or (26.70%) of the respondents agreed that Teamwork is not
much convenient while working remotely. While 11 or (24.40%) answered Problem
Solving and with the least respondents to answer, Communication Skill got 10 or (22.2)
respondents to choose it as a working skill that does not apply while working remotely.
4. Most frequent recommendation for skill development while working remotely
The majority of 26 individuals or (57.80%) of the respondents agreed that
Communicating Effectively can help you develop your skill despite working remotely.
CONCLUSION
Based on the data gathered from 45 employees working remotely at various establishment in
Dinalupihan Bataan, the researcher came up to the following conclusions:
❖ .Majority of the employees who work remotely are young, belong to the age bracket of 18-21
years old and female.
❖ The most certain skill developed by working remotely is Time Management.
❖ Many employees do not apply Leadership skills and Teamwork while working remotely.
❖ Despite working remotely, the most common recommendation for developing skills is efficient
communication.
RECOMMENDATION

For companies or employers, entrepreneurs, and future entrepreneurs, an inclusive
communication strategy should be implemented and adhered to by employers and employees
from the outset. Employers should also make an effort to communicate with remote workers via
Zoom or Google meet or regular catch-up meetings to help bridge the gap between their home
and the office. Employers should also encourage and facilitate group projects or company days
to ensure remote employees do not become isolated and to form bonds and trust in order to
maintain effective communication at work and avoid misunderstandings.

The Effects of Remote Working in The Skill Development of The Employee

Uploaded by

Copyright:

Available Formats

The Effects of Remote Working in The Skill Development of The Employee

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

The Effects of Remote Working in The Skill Development of The Employee

Uploaded by

Copyright:

Available Formats

COLLEGE OF SUBIC MONTESSORI INC.

“Shaping Lives, Intellects and World Views”

THE PROBLEM AND ITS BACKGROUND

our daily lives, including how we work and learn.

face to face work into home based work..

CSM SOARS HIGHER EDUCATION

foster feelings of trust and bonding within the group.

of skills of employees, such as in Verbal and Written Communication Skills, Time-Management

devices and tools and digital connectivity.

STATEMENT OF THE PROBLEM

Remote Working in the Development of Skills of employees employed at various establishments

in the Area of Dinalupihan in Bataan.

CSM SOARS HIGHER EDUCATION

Specially, the study sought answer to the following questions:

1. What is the profile of the Employees in terms of:

2. What certain skill you developed through working remotely?

2.2. Time Management

2.3. Digital Literacy

2.4. Oral Communication

3.1. Leadership skill

3.2. Verbal Communication skill

3.3. Problem solving skill

4.1. Set out your team’s mission and purpose

4.2. Be clear about roles

4.3. Communicate effectively

4.4. Manage conflict

CSM SOARS HIGHER EDUCATION

SCOPE AND DELIMITATION

and reference questionnaire for employees.

SIGNIFICANCE OF THE STUDY

development of the employees.

positive effects and get rid of the negative one.

CSM SOARS HIGHER EDUCATION

information and knowledge about their chosen topic.

an overview about this topic.

CSM SOARS HIGHER EDUCATION

CSM SOARS HIGHER EDUCATION

working in the skill development of the employees.

economic development could explain some or all of the shift.

tangible goods. More emphasis is placed on educated professionals in this ‘knowledge

Thompson et al., 2001). Because knowledge creation is less geographically constrained,

working can be explained in part by this transformation in the economy.

CSM SOARS HIGHER EDUCATION

addition to the benefits of employer-inspired flexible working stated above.

CSM SOARS HIGHER EDUCATION

the effects of COVID-19.

CSM SOARS HIGHER EDUCATION

whatever the time.

According to Samantha K. Ammons & William T. Markham (2004) Based on a comprehensive

maintenance of home/work boundaries, problems of isolation, distractions and temptations

CSM SOARS HIGHER EDUCATION

working arrangement in which individuals do not travel to a centralized location such as an

accessible and productive mode of working during the pandemic.

CSM SOARS HIGHER EDUCATION

and methodological breakthroughs, relatively unexpected global catastrophes (such as the

difficult areas that might cause issues in the future.

that is digitally equipped and a pioneer in development. Because of changing employee's

provide equipment, tools, and other necessities for their employees.