International Journal of Business and Applied Social Science

ISSN: 2469-6501 (Online)

DOI: 10.33642/ijbass
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Call for Papers: VOL: 10, ISSUE: 7, Publication July 31, 2024


VOLUME; 10, ISSUE; 5, MAY 2024

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Author(s): Prof. Dr. Jens Thoemmes
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This article explores the negotiation of telework practices within French companies, drawing on seven case studies and 60 interviews conducted across various sectors in 2021 during the COVID-19 pandemic. Teleworking has garnered significant support, yet preferences among employees are diverse, leading to an evident shift towards hybrid work models that merge remote and on-site work. This preference indicates a departure from the clear-cut choice between in-person and remote work. Collective bargaining significantly influences the development of telework policies, which remain fluid due to the iterative lockdowns. The temporary nature of these policies results in frequent revisions, causing instability in long-term planning. Each company’s strategy is customized, reflecting its unique circumstances, such as previous telework practices, operational constraints, social dynamics, and company size. With the receding pandemic, there’s a noticeable trend towards limited telework, reflecting a consensus between management and unions to address remote work challenges. This situation highlights the intricate balance between individual worker preferences, union representation, and management objectives, with all parties engaged in reshaping workplace norms.
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