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Top1. Introduction
The onset of the COVID-19 pandemic has had far-reaching effects on the global labor market, with both short-term disruptions and long-term changes in workforce dynamics (Vander Elst et al., 2020). As the world contemplates the future of work post-pandemic, the dynamics of remote work, particularly work from home (WFH), have come into sharp focus (McPhail et al., 2024). The pandemic has forced a reevaluation of the traditional work framework, leading to widespread adoption of remote work, which is expected to persist even as the pandemic subsides. Many companies plan to offer flexible work hours for remote employees, driven by the positive experiences and outcomes observed during the pandemic (Vaziri et al., 2020). This shift towards remote work has been significant, both during and after the pandemic (Wang et al., 2021; Khedhaouria et al., 2024).
While WFH offers numerous advantages, it also comes with its own set of challenges (Konradt et al., 2003). The changes brought about by the pandemic have made managers increasingly concerned about employees' work practices, particularly regarding issues such as cyber-loafing during work hours (Gupta et al., 2022). Factors like social distancing, lockdowns, quarantining, and sanitization have heightened concerns about electronic engagement and its impact on productivity (Gupta et al., 2022). Whether the future of work leans towards WFH, a return to the office, or a hybrid model, the primary goal for organizations remains sustained organizational effectiveness.
The environment provided by WFH allows employees to stay connected to their personal devices and social networks, which can inadvertently lead to behaviors like phubbing and cyber-loafing (Gupta et al., 2022). The ease of access to personal devices and the reduced monitoring in WFH settings can increase the likelihood of these behaviors, posing challenges for maintaining productivity and focus. Therefore, the question of whether remote work can be successfully adopted when phubbing and cyber-loafing behaviors are on the rise is a crucial concern for organizations navigating the future of work.
Cyberloafing (CL) has become increasingly prevalent alongside the widespread adoption of virtual workspaces and flexible arrangements, which are often facilitated by personal electronic devices (Grant et al., 2013). Despite the communication and information advantages promised by technology, CL presents a significant challenge, particularly in remote work settings where personal internet usage can easily distract employees (O’Neill et al., 2014). The risk of CL is heightened when employees work outside the office, as there are reduced chances of detection (Kossek & Lautsch, 2018). This risk is further aggravated as more companies embrace work from home (WFH) practices, blurring the lines between work-related and personal internet usage (Zhou et al., 2021). The increase in CL not only poses financial and efficiency risks but also demands attention from scholars and HR professionals (Mashal, 2020). Understanding the impact of the “new normal” and WFH regulations on CL tendencies is crucial for organizations to effectively address this pervasive challenge and develop appropriate policies for remote work. While WFH offers numerous benefits, such as increased flexibility and potentially lower overhead costs for companies, the issue of cyberloafing raises concerns about its effectiveness as a long-term strategy. Companies must weigh the advantages of WFH against the risks of cyberloafing and develop strategies to mitigate these risks. This may include implementing monitoring tools, setting clear expectations for employees, and providing training on responsible internet usage. By addressing the issue of cyberloafing, companies can ensure that their WFH policies are successful in maintaining productivity and employee engagement.