The advantages of operating from home might come with a bigger cost than creatively expected.
A new study shows that employees who work remotely may end up getting lower performance evaluations, smaller raises and fewer promotions than their colleagues in the office — even if they work just as hard and just as long.
The study, finished by MIT’s Sloan Management Review, identified the subjectivity of managers as one of a clearest reasons for a favoured treatment.
Managers generally favour people that they know improved and those relations develop in bureau environments
The news cites an article entitled ‘The Importance of Being There’ penned by former GE authority Jack Welch and his mother Suzy extolled a virtues of creation a bid to come into a bureau regularly.
Companies rarely promote people into leadership roles who haven’t been consistently seen and measured. It’s a familiarity thing, and it’s a trust thing. We’re not saying that the people who get promoted are stars during every “crucible” moment at the office, but at least they’re present and accounted for. And their presence says: Work is my top priority. I’m committed to this company. I want to lead. And I can.
‘It’s a laxity thing, and it’s a trust thing.’
‘And their participation says: Work is my tip priority. I’m committed to this company. we wish to lead. And we can.’
As more employees convert to working from home , this trend could have critical implications on their life prolonged career path.
A poll done by Reuters and Ipsos, approximately 20 per cent of a work force work from a table in their homes rather than in a common office.
The difference is what we call passive face time. By that we are not referring to active interactions with coworkers or clients, but merely to being seen in the workplace. To be credited with passive face time you need only be observed at work; no information is required about what you are doing or how well you are doing it.
The study concludes that even when in-office and remote employees are equally productive, supervisors might evaluate them differently because of differences in their passive face time. Especially in white-collar settings, the presence or absence of passive face time may influence evaluations used to determine the fitness of employees for specific tasks such as team leadership.
The study came up with three key findings ;
1. There are two kinds of passive face time.The first, expected face time, is simply being seen at work during normal business hours. The second, lextracurricular face time, is being seen at work outside of normal business hours — arriving before most employees arrive, staying late or coming in to work on the weekend. When you are at work is noticed by your coworkers and supervisors. “Who cares?” you might legitimately ask. It turns out your boss and coworkers do.
2. Different kinds of face time lead to different evaluations. The two forms of passive face time lead to two kinds of “trait inferences,” or conclusions about what type of person someone is. Specifically, we found that expected face time led to inferences of the traits “responsible” and “dependable.” Just being seen at work, without any information about what you’re actually doing, leads people to think more highly of you.
You get labeled when you put in extracurricular face time, too. But rather than just being considered dependable, you can get upgraded to “committed” and “dedicated.” As one manager said:
There seems to be a norm that anyone hoping to move up in the management ranks needs to be here late at night and on the weekends. If you’re not willing to do that, you’re not going be seen as dedicated enough to get promoted.
3. Managers may not be aware they are making evaluations based on face time. managers’ inferences based on passive face time are unintentional — even unconscious. This supports research findings that people generally form trait inferences spontaneously, without realizing they are doing so. As one subject noted:
I think it really has sort of an automatic negative effect when a manager is in crisis mode, and they look and notice you’re not there. It’s kind of irritating to them if you’re not immediately available, or [on the other hand, comforting] if they can check and see you are there in the office, just in case they need you. Because they’re in crisis mode they may not even really remember what it was that irritated them, but they’ve just got this feeling that you’re unreliable or something.