A Study on the Employees’ Well-Being and Productivity of

Working from Home during Pandemic COVID-19 in

Indonesian Telecommunication Industry
Mira Santiawaty
Faculty of Economics and Business, Universitas Pelita Harapan, Jakarta, Indonesia
01628200017@student.uph.edu, msantiawaty@gmail.com

Abstract Keywords
COVID-19; work from home;
Every part of our work and lives has been impacted by the COVID-
19 pandemic. Companies, organizations, and institutions work effort; work-life balance;
encouraged their employees to work remotely from home in job productivity; Teleworking;
response to national and local containment policies. This study Indonesia Telecommunication
analyses the impact of the employees’ job productivity and their Industry
ability to balance their work with their personal life during work
from home (WFH). Most countries have made WFH a policy
priority. The policies must be created with the practicality of both
employers and employees in mind. However, the current situation
offers a unique perspective on how well working from home may
be done. Working from home has an impact on employee
productivity, according to the findings of the study. While some of
the factors have a positive or negative impact, the impact of others
is depending on the employees' characteristics and attitudes, as
well as the circumstances they face in their own home. This study
uses primary data by gathering questionnaires from Indonesian
telecommunication employees especially especially those that focus
to manage the Corporate or Business to Business (B2B) segment,
in order to understand their perspectives on working from home.
The findings are assessed using SPSS Statistics and Partial Least
Square (PLS) Smart software based on the 156 questionnaire sets
gathered.

I. Introduction

The current global pandemic which is caused by the Coronavirus disease 2019
(COVID-19) has created an unprecedented scenario with far-reaching health and economic
consequences. Global pandemic changes the whole system in organization affecting
dynamics of office culture (Lane et al., 2020). The outbreak of this virus has an impact of a
nation and Globally (Ningrum et al, 2020). The presence of Covid-19 as a pandemic
certainly has an economic, social and psychological impact on society (Saleh and
Mujahiddin, 2020). Covid 19 pandemic caused all efforts not to be as maximal as expected
(Sihombing and Nasib, 2020).
The COVID-19 pandemic that has occurred since the beginning of 2020 has had a
considerable impact on people's lives in the world, especially in Indonesia. Since the
COVID-19 pandemic was established, the Indonesian government has carried out a
campaign with the jargon "work, study and worship at home" which means asking the
public to do all their activities at home using the internet as a communication tool. This is
done to suppress the spread of COVID-19 which is increasingly widespread in several
regions in Indonesia. In addition, the government also issued various packages and
regulations starting from the central level, to city districts where one of the parties to stop

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______________________________________________________________
DOI: https://doi.org/10.33258/birci.v5i4.7280
 Budapest International Research and Critics Institute-Journal (BIRCI-Journal)
Volume 5, No 4, November 2022, Page: 30941-30950
e-ISSN: 2615-3076 (Online), p-ISSN: 2615-1715 (Print)
www.bircu-journal.com/index.php/birci
email: birci.journal@gmail.com

their activities and display campaigns to carry out their activities with strict campaigns.
This policy certainly has a very negative impact on the country's economic growth because
the space for movement of various business sectors is very narrow, making it difficult to
grow.
Based on data released by the Central Statistics Agency (BPS) Indonesia's economic
growth in the second quarter of 2020 showed minus 5.32 percent this was due to the 17
economic sectors owned, 10 sectors experienced a decline and 6 other sectors increased
slightly and stagnated and only 1 The sector that experienced very significant growth was
the telecommunications sector (BPS Statistics, 2020).
Under these conditions, various business people have started and implemented
various strategies to survive and improve their business performance. Hamid, Maheen,
Cheem, & Yaseen (2017) add that company performance can be improved through human
resource management programs that lead to increased employee productivity. Sugiyarto
(2016) explains that the rise and fall of the performance of a business organization are
closely related to the productivity of its employees. Irawati (2018) adds that a company can
compete if it has good company performance supported by high employee productivity.
From some opinions, it can be said that performance will increase if employees have
increased company productivity.
The working environment has altered dramatically with thousands of jobs lost and
high unemployment impacted all industry. Before the pandemic, discussions on the future
of work-life were unclear and often questioned. COVID-19 forced a decision upon people,
and with the world having to adapt quickly, many businesses opted to do WFH.
The workplace concept is shifting from ideas of a physical location to WFH or
telecommuting, where employees do not have to commute to the place of work (Shareena
P. and Shahid, 2020). WFH can also be described as remote working where employees can
work teleworking and telecommuting which refers to the employee's ability to work
remotely using technology to facilitate communication with the workplace (Raišienė et al.,
2020). Several studies have described remote working using telecommunication devices as
e-working (Grant et al., 2013).
Originally, the WFH concept is a part of flexible working arrangements that may
assist employees in their work-life balance (Dockery and Bawa,2014). Work-life balance
(WLB) initiatives might be a good solution for a company, especially in force majeure, in
the COVID-19 situation this year (Kazekami, 2020). Traditionally, WLB has been seen as
an issue for individual employees, with organizational efforts to improve work-life balance
focusing on programs to help employees better manage their home life (Parkes and
Langford, 2008). WLB initiatives tend to increase productivity by reducing conflict of
employees’ experience between work and personal life and facilitating a better balance
between employees’ work and personal lives (Lingard et al., 2007).
WFH as a flexible working arrangement trend in a COVID-19 pandemic is
considered ineffective in many developing countries. The actual situation, especially for
Indonesian who are not fully adapted to the new work system and lack technology
adaptation in workplaces (Purwanto et al., 2020; Setyawan and Lestari, 2020). However,
due to the COVID-19 situation, all workers and businesses worldwide, including
Indonesia, are forced to apply WFH arrangements to day-to-day operations (Xiao et al.,
2020).
For individuals working in industries where they can work from home such as white-
collar professionals, their homes have become their office, school, and place of relaxation.
Questions regarding the potential return to formal office environments and the

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consequences for employees while COVID-19 remains active in the community arise as
economies begin to reopen with the restoration of certain routine activities. To avoid
making COVID-19 regulation-related modifications to their office environments, many
organizations will continue to mandate working at home for the foreseeable future.
The research gap that I want to explore further is that need to explore the Indonesian
Telecommunication industry whether it is effective to continue full WFH or Work From
Office or mixed, a combination of both – Hybrid Working Arrangement (HWA- hybrid
work settings - a mix of offline and offline), and if HWA is only for certain units (eg Sales,
ICT function) because most of the current research is in the of education, health,
banking/financial institutions and only a few research studies are conducted in the
telecommunications industry, especially in Indonesia.

II. Review of Literature

In this research, the first theory that is used is the Porter and Lawler Theory on
motivation. It was developed by Lyman Porter and Edward Lawler together with Victor
Vroom in 1968. Porter, L. W., & Lawler, E. E. (1968) come up with a theory on
motivation is a theory based on the assumption that rewards cause satisfaction and that
performance might sometimes result in a reward. A variable termed reward is linked to the
relationship between satisfaction and performance. There were two types of rewards
proposed in the theory:
 Intrinsic Rewards: When an individual performs well, he or she receives intrinsic
rewards. They include emotions of accomplishment and satisfaction of higher-level
needs. Only if the job structure is dynamic and difficult, so an individual can reward
himself if he feels he has performed well.
 Extrinsic Rewards: Organizations provide extrinsic rewards to meet mostly lower-level
requirements. Pay, promotion, status, and work stability are just a few examples.
Extrinsic awards are tied to performance weekly.
Since it is a theory on motivation for job performance, it will help to analyze our
findings for the productivity when working from home that can be related with our variable
which is the organizational factors.
Then the second theory is the Six-factor Model of Psychological well-being theory.
Carol Ryff developed the Six-factor Model of Psychological Well-Being theory in the
early 1990s, which states that six variables lead to psychological well-being, satisfaction,
and happiness. Positive peer relationships, personal mastery, autonomy, a sense of purpose,
meaning in life, and personal growth and development are all components of psychological
well-being. We will focus on the factor Positive Relations with Others, which represents
the presence of reciprocal empathy, intimacy, and affection in meaningful interactions with
others. This theory can be related to our variable individual and family factors. As stated
above, a positive relationship with the employees’ family members allows for the greater
psychological well-being of the employees. The viewpoints suggest that family
understanding and support play an important role in work-life balance. This fits in the
scope of our research as we study employees working from home who currently have no
choice but to work from home, the situation may impact their psychological well-being and
work-life balance.

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2.1 Variables and Items
Variables
Organizational factors
Items
1. Company consider work from home due to
government regulations is the best way to reduce
daily cases.
2. It is a good idea for working from home than
organizational factor.
3. I think organizational factor saves workers by
working from home.

Individual and family factors
1. I consider a ban on work from parents and
individuals who fear the disease infecting family
members.
2. I think it can save the cost of transportation to
work.
3. Individual and family have positive opinion about
working from home can save their life.

III. Result and Discussion

2.1 Research Design

This research was conducted using a self-report questionnaire that was distributed by
using Google Form online. At the time of data collection, some of the participants are
worker from home employees of the Indonesian Telecommunication Company.
Participation in the research was voluntary, anonymous, and without any reward. Before
filling out the questionnaire, the respondents have given their consent to share some of
their personal information.
The study included 156 employees (60.3% women and 39.7% men). The average age
of the participants was 31-40 years old (37.8%). Approximately 54.5% of the respondents
reported that they are already married, and 45.5% of them reported are still single. 67.9%
of the employees agreed that the news related to Covid-19 affects their productivity while
32.1% of the employees said otherwise.
Respondents' criteria include respondents working remotely from home and having
experience working in the office/onsite because during this pandemic period, there are also
new employees - fresh graduates, who have only experienced WFH and have never worked
in WFO (Worked from Office) conditions.

2.2 Research Framework

Figure 1. A Replication with Extension Framework (Lina Vyas & Nantapong Butakhieo
(2021))

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 To study The Impact of Employees’ Well-Being and Productivity When Working
From Home During Covid-19, a framework was built that takes into consideration all of
the major variables. This research framework or model is a replication with the extension
from previous research (Lina Vyas & Nantapong Butakhieo, (2021)).
The independent variables are the organizational factors and individual and family
factors. The mediating variable is work from home during Covid-19. The dependent
variables are outcome on work domain and outcome on a family. A hypothetical model has
been developed to test the hypotheses from the research issues and research gap as shown
in the diagram above.

2.3 Hypothesis
H1: There is a significant relationship between work motivation and employees’
productivity when working from home during Covid-19.
H2: There is a significant relationship between home environment and employees’ well-
being when working from home during Covid-19.

IV. Result and Discussion

4.1 Results
The distribution of the questionnaire is conducted through an online Google Form.
156 out of the 200 respondents are selected because the respondent data meet these study
criteria such as working from home during pandemic COVID-19. The result of
respondents’ demography is in the table down below for this study.
Table 1 shows the distribution of all respondents’ Characteristics can be seen from
the questionnaire that has been distributed. Working from home during pandemic COVID-
19 are dominated by females with a percentage of 60.3% and age range between 31 –40
years old for around 37.8 %. Mostly the educational level of all respondents by selected
background characteristics are Bachelor degree graduates with a percentage of 48.7%.

Table 1. Distribution of Respondents’ Characteristics

Characteristics Category Frequency Total % Valid %
Gender Male 62 156 39.7 39.7
Female 94 60.3 60.3
Age 21-30 36 156 23.1 23.1
31-40 59 37.8 37.8
41-50 45 28.8 28.8
51-60 16 10.3 10.3
Marital Single 71 156 45.5 45.5
Married 85 54.5 54.5
Education High School 18 156 11.5 11.5
Undergraduate 86 55.1 55.1
Postgraduate 57 33.3 33.3
Income Less than Rp 10000k 30 156 19.2 19.2
Rp10001k-Rp40000k 89 64.1 64.1
Rp40001k-Rp 90000k 37 23.7 23.7
Does the news related to Yes 106 156 67.9 67.9
Covid-19 affect your
No 50 32.1 32.1
productivity?
How would you prefer to Work from home 104 156 66.7 66.7
work? Work from office 52 33.3 33.3

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4.2 Organizational Factors
Baker et al. (2006), organizational support in home-based telecommuting and
working from home or working remotely has 3 (three) categories, namely the use of
technology, support related to the use of technology consists of training for telecommuting
employees and variables other than technology consists of human resource department
support and prior planning for telecommuting system.
Work from home can improve performance due to its flexibility. Employees can
decide when and where to work. Many employees are satisfied with the flexibility they get
from the WFH model. Working from home can also improve performance because there
are no interruptions, employees have fewer breaks, and there is no contact with co-workers
(Garg and Rijst, 2015 )
Base on the number of employees who work from home, it is known that the total
percentage of employees who prefer work from home is 66.7%. In this regard, the
recommendation for management is to have a joint discussion to explore the success of
work unit leaders who have successfully implemented work from home for their
subordinates to become input for other work units that have not fully implemented working
from home during the pandemic.

Table 2. Variables and Items Results – Organizational Factors

Bil Item Mean Standard Deviation
1 I am satisfied with my organization's response to Covid-19 4.10 0.679
situation
2 I feel anxious about the future of my organization 4.24 0.431
3 I feel concern about losing my job 4.48 0.501
4 My workload during work from home is the same amount 4.18 0.695
with when I go to office
5 I feel highly connected to my team as we work remotely 4.06 0.764
6 I feel more stress when the manager puts pressure on me to 4.59 0.493
work faster during pandemic
Total 4.28 0.594

4.3 Individual and Family Factors

Znidarsˇič J, Bernik M (2021) conclude that organizations should focus on work-
family balance as an important aspect of work, improve and adapt work-family balance
policies and practices to suit employees, and create a family-friendly climate in the
organization this would help to increase employee engagement and thus productivity.
Galanti, T., Guidetti, G., Mazzei, E., Zappalà, S., & Toscano, F. (2021) indicate that
the deleterious role that family-work conflict and a chaotic environment, characterized by
visual and acoustic distractions and lack of privacy, play on WFH outcomes.

Table 3. Variables and Items Results – Individual Factors

Bil Item Mean Standard Deviation
1 I have everything I need to do for my job while working 1.87 0.650
from home
2 I feel that I am as productive working from home as I am 4.26 0.438
in my working environment
3 I can create a hard line between work and home 2.64 1.428
4 I am happy with my ability to work from home 3.00 1.003
5 My home environment is suitable for me to work from 3.17 1.201
home

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 6 I have flexible time to do any works when working at 4.45 0.499
home
Total 3.23 0.870

Table 4. Variables and Items Results – Family Factors

Bil Item Mean Standard Deviation
1 I have much more time with family when working at home 4.32 0.468
2 I got distracted by my family members during working 2.83 0.805
hours
3 I can be more focus on family during working hours 3.56 0.498
4 Support from family members is really needed during 4.49 0.502
work from home
5 I feel anxious that I can be a carrier of the disease to my 4.69 0.463
family if I go to my workplace
6 Sharing workplace with family members can be stressful 3.06 0.712
for me
Total 3.83 0.575

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. The family-work conflict,
instead, has shown significant and unfavorable effects on every dependent variable of this
study.

4.4 Discussion
One strategy to overcome the challenges of working from home is prepare a physical
environment at home to be conducive so teleworkers can work comfortably, such as having
a dedicated workspace (Greer and Payne 2014). According to Akrošienė et al. (2019) that
the most important factor affecting the outcome of remote work is the suitability of the
workplace at home. In addition Ng and Ng (2011) workers who are working from home
want a quality work environment at home similar to a conventional office, such as having
privacy, quality lighting, and adequate equipment. Based on the survey results, it is found
that the work environment is the most significant variable affecting employee performance.
WFH not only enhances productivity of employees (Baker, Avery, and Crawford
2007), but also offers greater flexibility in work arrangements and fosters better work-life
balance (WLB) (Dizaho, Salleh, and Abdullah 2017).
With full support from management, by increasing the capacity and capability of the
intranet (Virtual Private Network), enhance security access and also providing data and
communication package allowances, will determine the success of WFH implementation.

a. Implication of Work from Home During COVID-19

COVID-19 pandemic has forced companies to adopt WFH, especially
telecommunication companies as well as internet provider. Companies in the industry need
to pay attention to factors that may influence employee’s productivity while doing WFH.
This paper highlights that companies need to consider factors that may affect the job
satisfaction level of employees, as a good level of job satisfaction will boost productivity
while doing WFH.
Practically, the challenge for workers’ productivity, especially in pandemic COVID-
19, is not very straightforward. Top management needs discussions about activities carried

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out related to WFH between employees and managers. An organizational culture that is
present and long hours in the office as a sign of commitment and productivity shifts to a
culture that gives employees more freedom about time and place if key goals and
objectives are met.
Besides proactively assisting employees in doing WFH, top management always
needs to monitor each employee’s productivity level. Especially as internet provider,
Telecommunication Company needs to satisfy the increase of demands as result of the
working transformation to online mode to support the WFH policy given by government.

b. Limitation of Work From Home During COVID-19

The study focus on WFH due Covid-19 Pandemic to capture a different angle of
respondents’ point of view, the result tends to be limited on the impact of WFH on
productivity during Covid-19 Pandemic situation. Therefore, the result may not be able to
be generalized for specific areas and categories. This study also took data from only 200
samples representing Business to Business (B2B) department from one of Indonesia’s
telecommunication Company. Meanwhile, the size of the population will require much
more samples for accurate representation.
This research is conducted to strengthen the existing theories and provide a clearer
picture of the work from home. Further research can also be carried out using more direct
data collection using quantitative or qualitative research approach to specific respondents
with authentic and individual back-ground specialty. Further research can also use a bigger
sample size to generate more accurate results regarding WFH of telecommunication
companies who must work hard to provide communication include internet services not
only for business purposes as well as to support educational, financial and other aspects of
daily life which transform to online mode.

V. Conclusion

This study found that WFH during COVID-19 proved to be one of the best options
for most of the Indonesian Telecommunications workforce. WFH is highly favored by
most of the employees because it has a positive impact on the company as well as on the
personal and family lives of employees. Companies can increase productivity at least equal
to or higher than when working in the office, because employee motivation and satisfaction
is high, there is no need to waste time and get stuck in traffic jams, which is one of the
toughest challenges for workers in big cities in Indonesia, especially in Jakarta. Likewise,
WFH has a positive influence on the lives of employees personally and their families
through the creation of a healthier work life balance for employees and their families,
which will also have an impact on increasing employee performance and job satisfaction
with the flexibility and work arrangements provided by the company.
Studies indicated that WFH has both negative and positive outcomes on life domain.
Life domain could include WLB, life satisfaction, and family satisfaction. WLB may refer
to work-family interference, work-family balance, family satisfaction, personal life balance
and life satisfaction (Gregory and Milner 2009; Kalliath and Brough 2008).

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