浙江财经大学

来华留学研究生毕业论文
Zhejiang University of Finance & Economics
Master Degree Thesis

Title : Teleworking’s Impact on Moroccan

Employee’s Wellbeing

Name : AKRAM KHALIL

Student Number : 200721092040
Tutor : Dr. DONG RUI 董蕊
School : School of Business Administration
Major : MBA
Grade : Master

YY/MM/DD : 2022/11/08
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 Acknowledgements

签字、版权页

I would like to acknowledge my indebtedness and render my warmest thanks to my supervisor,

Dr. Dong Rui, who made this work possible. Her friendly guidance and expert advice have been invaluable
throughout all stages of the work. I would also wish to express my gratitude to Miss Ping Wang who extended
discussions and valuable suggestions to this work and have contributed greatly to the improvement of the
thesis. I take this opportunity to thank everyone who contributed to the accomplishment of this paper. Special
thanks are due to my family, for their continuous support and understanding, but also for more concrete
thinks like commenting on earlier versions of the thesis, helping with the figures and the final preparation of
the manuscript. My thanks are also extended to my classmates. The person with the greatest indirect
contribution to this work is my mother, who has taught me love of economics. I want to thank her, my father,
as well as my brothers, for their constant encouragement. This thesis has been written during my stay at the
HR Department in my actual work office in Morocco. I would like to thank tall members of ZUFE for
providing excellent working conditions and make it possible to continue our MBA studies online under the
pandemic.

5
 TELEWORKING’S IMPACT ON MOROCCAN EMPLOYEE’S
WELLBEING

Abstract: Telework (also referred to as telecommuting or remote work), is defined as working

outside of the conventional office setting. Remote work increased over the last decade and
tremendously in response to the COVID-19 pandemic. Therefore, the purpose of the purpose of
this study is analyze the different impacts of teleworking on the Moroccan employee’s wellbeing
within the Moroccan based industries. The importance of this research lies in the fact that
teleworking is a hot topic that has taken on a powerful dimension in the area of the pandemic
especially in Morocco. The empirical analysis was based on a quantitative approach to understand
the link between the variables measured as the teleworking, Job autonomy, and employees’
wellbeing. In addition, we review and evaluate how engaging in this flexible form of work impacts
worker health and well-being. Specifically, we performed a literature search on the empirical
literature related to teleworking, job autonomy and well-being, and reviewed articles based on the
extent to which they had been discussed in prior reviews based on a questionnaire distributed to
only Moroccan teleworkers adults working with various occupations in a professional partial and
fully shift job. Whitin the initial 251 participants; only 233 were identified as eligible to get their
answers as credible. Answers were collected on the basis of the 5-point Likert scale. In order to
assess a profitable and significant results; scales were used for measurement (teleworking,
employee’s wellbeing, job autonomy, marital status and control variables). Results proved both
hypothesis predictions, of the substantial positive effect between teleworking and job autonomy,
also the extensive positive relationship between job autonomy and wellbeing was supported. The
paper contributes by bringing to light the Moroccan employees’ perceptions about teleworking
impact on their wellbeing and productivity, beside of enriching the scientific literature on this topic.
The components are explained in depth, followed by methodological analysis and fundamental
recommendations intended to guide future research, policies, and practices to maximize the
benefits and minimize the harms associated with telework, and offer recommendations for future
research as increasing of job satisfaction, boosting productivity as long as it allows autonomy to
engage with work.

Keywords: Telework, remote work, management of teleworking, well-being, job autonomy.

6
 TABLE OF CONTENTS
1. Introduction……………………………………………………………………………………...…...8
2. Literature Review………………………………………………………..…...13
2.1 | Definition of telework……………………………………………………..…..13
2.2 | Pros and Cons of teleworking……………………..………………………………......14
2.3 | Digital Work in Morocco during the COVID-19 Pandemic………………………...…..15
2.4 | The issue of wellbeing and autonomy of the teleworker …………………………….....17
2.4.1 | Employee’s wellbeing…………………………………….…….....……..17
2.4.2 | Job autonomy………………………………………………………......18
2.4.3 | Wellbeing and job autonomy intersection……………………………………..18
2.5 | Entering a new area of teleworking in Morocco ……………………………………..22
2.6 | Entering a new area of worldwide teleworking………………………………….…..26
2.7 | Employee’s wellbeing during pandemic……………………………………….…..29
2.8 | Research implication……...……………………………………………….….32
3. Research hypotheses and theoretical models……………………………..….33
3.1 Hypothesis……………………………………………………………….…..33
3.2| Research model………………………………………………………………34
4. Research Methods……………………………………………………………34
4.1 | Participants …………………………………………………………………34
4.2 | Measures ………………………………………………………...…………35
4.2.1 | Teleworking……………………………………………………………35
4.2.2 | Employees’ Wellbeing……………………………………………………35
4.2.3 | Job autonomy……………………………………………..……………36
4.2.4 | Control Variables scale……………………………………...……………36
5. Results……………………………………………………………..…………37
6. Discussion……………………………………………………………………39
6.1 | Theoretical contributions and practical implications …………………………………39
6.1.1 | Theoretical contributions …………………………………………………39
6.1.2 | Practical implications ……………………………………………………40
6.2 | Limitations and directions for future research ………………………………………43
7. Conclusion …………………………………………...………………………44
Reference……………………………………………...………………………...46
Appendix………………………………………………...……………………...53
3

7
1. Introduction
Teleworking has become a viable solution to avoid the health risks caused by the coronavirus and ensure
business continuity. This new practice is a response to the constraints linked to the COVID-19 pandemic.
The latter makes it possible to reconcile a double subject: health and the economy. The development of
information and communication technologies (ICT) characterizes the world of work today. Therefore,
teleworking has been developed as a new informal approach due to the Covid 19 pandemic (Taskin, 2006).
Teleworking was adopted in Morocco after Decree-Law No 2.20.292 . This new way of doing business,
using information and communication technologies was adopted for the first time by the CGEM (General
Confederation of Enterprises Moroccan) on March 17, 2020. The Covid-19 pandemic has prompted
Moroccan companies to implement teleworking as a beneficial and convincing means. doing business and at
the same time protecting their employees from the virus. On June 30, 2019, the “[Link]” site wrote an
article on teleworking as a new way of working. This article has shown that the previously reported method
of doing business is still struggling to take off today.
Teleworking makes it harder to deal with multiple role’ demands, leading to a stronger family conflict.
Therefore; singles may be more positive to teleworking than married employees. Employees with children
can have more distraction at home than non-married individuals and they may not be able to have a positive
job efficiency unless they have a separated and quite place for work away of any type of distraction. Therefore,
employees who experience workplace Telepressure; the preoccupation to respond to messages from telework
way report a negative wellbeing and health outcomes which leads to some kind of family conflict. Hence,
the new generation’s technology is having a high impact on teleworkers because they may be
familiarized/unfamiliarized to the new communication and information technology. Consequently, the
majority of individuals who are less positive to teleworking on their wellbeing may be older. Recently; It has
been observed that there is a strong connection between the employees’ perceived autonomy and their job
satisfaction, and the researcher concludes that providing work autonomy during teleworking may benefit
these employees.
Today, if the crisis has caused the stoppage of planes, it has opened the runway to an imminent takeoff
of telework. On March 23, 2020, the legislator authorized the government to put in place measures within
the framework of the law by means of ordinances to address the economic, financial, and social consequences
of the spread of the coronavirus pandemic and the effects of measures taken to limit this spread (Decree-Law
No. 2020-20-2 on March 23, 2020 emergency decree to deal with the covid-19 epidemic). This decree-law
authorizes the public authorities to take the necessary measures to prevent people from moving outside their
place of residence, except in cases of urgent need, to prevent anyone from assembling trade and others.
Opening of establishments to the public during a health emergency.
8
 Due to this situation, many companies have chosen to work remotely to maintain their operations. This
is a new form of execution of employment contracts, it has a specific legal regime which has its advantages
and disadvantages.
The main objective of our work in this circumstance is to bring a clearer reflection on the management
of teleworking in the Moroccan context. The importance of this research lies in the fact that teleworking is a
hot topic that has taken on a powerful dimension in the area of the pandemic. Indeed, the application of this
new way of working has allowed the emergence of numerous studies and more particularly on one of its
main challenges: the balance between private and professional life.
Figure N°1 : Share of enterprises adopting teleworking strategies during the coronavirus
(COVID-19) pandemic in Morocco as of 2nd half 2020, by subsector

Source :[Link]

9
 However, research on the effects of remote management on teleworkers is still in its early stages. As
a result, we've chosen to emphasize this point.
The COVID-19 epidemic has impacted workers and triggered abrupt changes in work structure (for
example, working from home, virtual teaming) (for example, due to social distancing, stress and
unemployment). It put an emphasis on employee quality of life and wellness, as well as the necessity to
digitize work. COVID-19 has been proven to have detrimental effects on well-being, work satisfaction, and
family life in studies.
Despite everything, the COVID-19 pandemic has forced companies into rethinking their organization.
It was essential to set up tools to enable them to work and communicate securely and efficiently, as well as
to organize their management of these tools. However, all this has a direct financial cost for the company, as
well as an impact on the organization and structure of work for most employees, especially those who work
remotely. We now know that despite everything, the pandemic hasn't stopped companies from trying to make
things easier for their employees.
Indeed, some companies are doing everything possible to facilitate telework, and relations between
remote workers, but we also know that there are still health issues among employees. For example,
employees may be more sensitive to psychosocially-related risks. Whether on a personal level, or on a
professional level, working from home rapidly becomes a source of stress. These specific conditions linked
to the different phases of confinement have led to isolation among employees. Today, several studies show
"100%" remote work is only suitable for a minority, and that the vast majority want a mixture between
working in the office, and teleworking. Thus, they would like to adopt an intermediate approach.
Throughout the pandemic, employers have prioritized employee well-being as one of their top
objectives. Organizations' responses to the pandemic took into account the need to respond to changing
employee needs. As a result, there is a greater emphasis on corporate social responsibility (CSR), and
companies are focusing greater emphasis on their employees' well-being. They've implemented numerous
work-integrated learning programs or incorporated a well-being strategy into their corporate culture. They
are not only helping to enhance employee morale, but they are also creating workplace conditions that are
conducive to great performance.
Employee well-being is crucial or extremely important for the success of 80 percent of organizations
operating globally (71 percent in Morocco). Only 12% of respondents (12 percent in Morocco) say they are
completely ready to follow this strategy. Because of this lack of interest in practice, there is a research gap
on the components of employee well-being and how they relate to digital job performance.
In this context, telework has suddenly experienced a rebound, as a result of the measures to protect
citizens from the coronavirus disease (Covid-19). In the beginning of 2020, several governments

10
recommended that companies facilitate teleworking to avoid employees gathering together in the same place.
To quote an example, the Spanish Health Minister, Mr. Illa, asked companies to promote telework as a
measure to face the coronavirus in Spain on March 2020, and several protocols were published to help
companies in their implementation of telework.
Given the expanding accessibility of formal and casual admittance to teleworking and other
adaptable work courses of action, in this section we will probably improve comprehension of the sorts of
mental working conditions under which utilization of teleworking is bound to upgrade representative
prosperity. We will show that "great teleworking" or teleworking where use is probably going to be identified
with good results for the specialists' prosperity has a few mental occupation plan qualities.
Our section underlines two primary highlights of good teleworking. To start with, saw mental
command over when, where, and how one teleworks matters for prosperity. We will show that representatives
with higher saw individual command over the area, timing, and interaction of work experience altogether
lower work-family struggle, turnover expectations, and are more averse to need to move to another vocation.
How a worker oversees mental and actual limits among work and family jobs is one more basic impact
on whether the utilization of teleworking improves prosperity. We will show that a limit the board system
leaning toward detachment of work and family is fundamentally identified with lower family-to-work
struggle.
Other types of a flexible job design, such as formal telework arrangements, working in numerous
locations, and schedule irregularity, do not have a significant relationship with decreased turnover, career
mobility readiness (cf. Kossek, Roberts, Fisher, & De Marr, 1989), or work-family conflict. More formal
access to teleworking, according to our chapter, is a necessary but insufficient prerequisite for professional
employees' well-being.. What counts more is whether employees believe they have more psychological
control over their work schedules, processes, and locations, and whether they believe they may choose to
construct boundaries between work and family roles. Are workers, for example, able to set time boundaries
when they can focus or be available solely to their family and not to their coworkers, and vice versa? This
perceived ability to separate is crucial because it allows employees to avoid role overload by multitasking
when they would prefer focus on one role—either their career or their family at times when they would rather
focus on one duty.
Teleworking surely will increase productiveness and autonomy, however it's also the supply of
extensive nice consequences at the intellectual fitness of employees. Whether it is much less pressure
associated with commuting, greater bendy operating hours, or higher interest paid to the stability among
paintings and personal life, this expert framework comes with numerous advantages.

11
 Telework autonomy flexibility and a strong job area balance while reducing the environmental
impacts of mobility. Although it has benefits, the implementation of teleworking practices across Europe,
and in particular, in the case of home-based telework, is moving more slowly than expected. The economic
crisis is considered a reason that justifies this delay, although teleworking was originally attributed to the oil
crisis of the 1970s.
Our problematic is: “Does teleworking improve Moroccan employee’s wellbeing?”. To
investigate this topic, the first section will focus on presenting the notion of telework and its implications
through a literature assessment, as well as the legal and managerial implications of telework. In the second
section, we will analyze the modalities of control that a human resources management can create in the
context of telework and the degree of autonomy for teleworkers using contextual data collected in autonomy
"manager interviews and employee questionnaires conducted on the subject in the Moroccan context. We'll
wrap off Source: Monique Pontier, 2014, "Independent teleworking or salaried teleworking with a discussion
and some management advice based on predetermined hypotheses/

12
 2. Literature Review
2.1. Definition of telework

In 1994, Thierry Breton characterized telecommuting as "a method of getting sorted out or doing
work performed consistently, by a characteristic individual, under the accompanying conditions: from one
viewpoint, this work is done a good ways off, for example outside the prompt area of where the consequence
of this work is normal; outside any actual opportunities for the customer to oversee the execution of the help
by the telecommuter; then again, this work is done through PC and additionally media transmission
apparatuses, including through distant correspondence PC frameworks: information valuable for the
exhibition of the work mentioned as well as the work completed or in progress".

There is no universally accepted definition of telework, it can be described as a type Baruch and
Nicholson’s framework is based on a semi-structured survey of sixty-two of work and/or provision of
services done remotely, at a distance, and online using computer and teleworkers in organizations. Both
public and private organizations were included in the telematics technologies. According to the International
Labour Organization (ILO), telework is study: an accountancy firm (one of the Big Six), two large insurance
companies (SunLife and defined as the use of information and communications technologies (ICTs), such as
smartphones, Standard Life), British Telecom, and one local government agency.

Tеlеworking еntails rеducеd intеraction with coworkеrs and supеrvisors duе to physical distancing
(Goldеn, еt al., 2008). Whеn working from officеs, еmployееs constantly intеract in thеir brеaks, during
mееtings and work activitiеs by mеans of formal and informal information еxchangеs. Through tеlеworking,
this intеraction is drastically rеducеd (Sardеshmukh, еt al., 2012). Thе practicе of tеlеworking ovеr еxtеndеd
pеriods of timе may gеnеratе unwantеd еffеcts on an individual lеvеl, such as profеssional isolation (Goldеn,
еt al., 2008), prеssurе from family or from supеrvisors rеgarding task complеtion of conflict in work-family
rеlations (Dеlanoеijе, еt al., 2019) and incrеasеd strеss (Song and Gao, 2020). Thеsе individual implications
arе rеflеctеd in work outcomеs and implicitly in еmployее pеrformancе (Goldеn, еt al., 2008; Goldеn and
Gajеndran, 2019), in organizational commitmеnt and turnovеr intеntion (Gajеndran and Harrison, 2007;
Goldеn, еt al., 2008). Considеring thе implications of tеlеworking on work rеlations with co-workеrs and
supеrvisors, a sеcond dimеnsion of tеlеworking is dеvеlopеd, namеly intеraction rеduction.

To move on to the subject of remote work, it is then important to reflect on the question of work in
general, and here again, teleworking brings to its progress a central idea of distance (from the Greek word).
(Taskin, 2003). “Remote work refers to the presentation of expert work, in whole or to a limited extent, both
at a distance (that is to say outside the express zone where the effect of this work is normal and outside any
real possibility for the director to see the exhibition (assistance) and by ICT ”(Taskin, 2006, p. 3).

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2.2. Pros and Cons of teleworking:
It is hard to play out all assignments from a distance. The most possible ones have normal qualities:
an insignificant person, a mechanized person, so a far off administration mode adjusted to the organization
is required (Billette de Villemeur, Matthieu 2006). This has changed the exemplary connections to reality.
The family remains the component that has been the subject of the most various examinations because of the
quest for a harmony among family and expert life (J. Greenhaus, N. Beutell, 1985; R-G. Netemeyer et al.
1996; S.D. Friedman, J.H. Greenhaus, 1998, 2000; D.S. Carlson et al. 2000; S. St-Onge et al. 2002; M.
Thévenet, 2000; M.G. Pratt, J.A. Rosa, 2003). The advantages and disadvantages of telecommuting, as talked
about in past examinations on this theme, are summed up in Table 1 underneath.
Whеn wе talk about tеlеcommuting, wе gеnеrally focus on tеchnological and practical aspеcts, or on
productivity. Wе rarеly considеr thе potеntial nеgativе consеquеncеs of tеlеwork on mеntal hеalth. Еvеryonе
knows what it fееls likе whеn work invadеs thе pеrsonal sphеrе; it is not еasy to draw a clеar boundary
bеtwееn profеssional lifе and pеrsonal spacе. Howеvеr, this еncroaching prеsеncе is insidious bеcausе it is
hard to rеgulatе for companiеs that oftеn do not know how to support thеir workеrs rеmotеly. In particular,
sincе digital prеsеntееism goеs bеyond work hours, to includе our еvеryday practicеs, to thе timе spеnt on
еmail and pеrsonal mеssagеs, on scrееns outsidе of work, with associatеd hеalth risks linkеd to an
incrеasingly sеdеntary lifеstylе.
Experts have denounced the situations of stress and anxiety experienced by certain workers who work
from home. According to the Opinionway survey for the company Empreinte Humaines, published at the
end December 2020, 20% are in a situation of high stress and 31% on the brink of depression. In addition,
some aspects that may seem trivial, such as the size of the accommodation or the presence of children,
highlight inequalities in the workplace between each employee. Indeed, a repetition or accumulation of these
situations experienced as limiting can have a real impact in the overall motivation, leading to burnout or
burnout syndrome. Therefore, as managers, we must pay particular attention to how the mental consequences
of changing our working method affect teleworkers. Thus, the importance of providing training and support
on collaborative technologies appears as a preventive tool against the mental consequences of changing the
working method. These will make it possible to work remotely with your co-workers and customers.
Quite simply because the relationship between people contributes to our psychological well being and
our balance. Relationsships with colleagues make work also an experience, fruitful with all of the signs it
bears. So, telework can amputate the richest parts of the employee experience, connected with the emotional.
Hence, the difficulty, for many people, to experience pleasure in work remotely. Hence the need and also the
urgency, putting in place the tools and processes adapted to this new organization and to the new risks it
involves for the mental health of workers.

14
 Table N°1: Pros and Cons of teleworking
Avantages Inconvenients
• Increase in employee autonomy (P.
• Increased control and regulation
Vendramin, 2000; M. Reed, 2001)
([Link], 2003; C. Dambrin,
Company • Decrease in absenteeism and turnover (J.A.
2004)
Mello, 2007)
• Management difficulty (A. Felstead et al.,
• New control methods (S. HamonCholet and C.
2003)
Rougerie, 2000; L. Harris,2003)
• Difficulty in evaluating the employee and his
• Transformation of communication flow
performances (M.E. Bobillier Chaumon,
(A. Karsenty, 1994)
2003; W. Crandall and L. Gao, 2005)
• Flexibility of activity (P. Vendramin, 2000
• Questioning the work team (A.
; M.E. BobillierChaumon, 2003))
Felstead et al., 2003)
• Increase in activity (L. Taskin, 2003)
• Technical difficulties related to the
• Increase in productivity (K. Daniels et al.,
equipment necessary (J.A. Mello, 2007)
2001; J.A. Mello, 2007
• Elimination of home-work trips (V.
• Work / family conflict (J. Greenhaus and
Employee Helminen and M. Ristimäki, 2007; L. Taskin,
[Link], 1985; S. St-Onge et al., 2002)
2003)
• Electronic control poorly accepted (P. Bain
• Positive impacts on the environment (I.
and [Link], 2000; A. Karsenty, 1994)
Harpaz, 2002; T. Arnold, 2006)
• Social isolation (C.D. Cooper and N.B.
• Increase in autonomy (J.A. Mello, 2007)
Kurland,2002; L. Harris, 2003)
• Increased efficiency (L. Taskin, 2003)
• Loss of professional opportunities (W.
• Increased motivation (N.B. Kurland and D.E. Bailey,
Crandall and L. Gao, 2005)
1999; J.A. Mello, 2007)
Source: Monique Pontier, 2014, "Independent teleworking or salaried teleworking: which control methods and what
degree of autonomy "

2.3. Digital Work in Morocco during the COVID-19 Pandemic

Investigating the connection between advanced work and representative prosperity in Morocco during
the COVID-19 emergency requires a comprehension of nearby work economic situations. The impacts of
this pandemic situation were immediately displayed in the Polish work market. An expansion in the quantity
of jobless was seen because of development in the financially dynamic populace close by a concurrent
reduction in the quantity of bids for employment.
The quantity of monetarily dynamic people in the second from last quarter of 2020 added up to 17.2
million, which was up by 423 thousand (2.5%) comparative with the second quarter of 2020 and by 73
thousand (0.4%) contrasted with a similar period in 2019 . In April 2020, 57 thousand occupation
opportunities were accounted for to work workplaces, 20 thousand (26%) not exactly in March 2020. In

15
November 2020, after seven months, 79 thousand opening were accounted for to work workplaces; 21
thousand (21.2%) not exactly a month sooner.
Because of the diminishing number of propositions for employment and an expansion in the quantity
of monetarily dynamic individuals, the joblessness rate developed, arriving at 5.7% in April 2020 and 6.1%
in November 2020. A month after the beginning of the emergency, 964.8 thousand jobless were enlisted in
labor workplaces (55.4 thousand over a month sooner) and by November 2020 this number had expanded to
more than 1 million.
The pandemic has constrained an adjustment of the manner in which work is finished.
Extant experience related to the management of the Covid-19 situation in firms across European and Asian
countries indicate that companies from the service sector, and, in particular, telematics leisure businesses,
energy companies, insurance businesses, banking services, and technological companies are the industries
that present higher rates of telework implementation. This practice is introduced as a measure to ensure the
continuity of the business activity. In this vein, a selective implementation of teleworking can be identified.
There has not been a uniform implementation of teleworking practices across occupations and
business processes around the world. Accordingly, several scholars underline the high use of teleworking in
e-commerce or consulting firms, online services businesses and companies based on innovative activities or
facilitators of technological services to other organizations. In parallel with the extension of the social use of
ICTs, the public sector has also incorporated teleworking practices in relation to specific public services.
Numerous representatives, particularly those accomplishing office work, had to remain at home and change
to strategies for working from home. Certain individuals whose errands expected them to be available at the
work environment were coordinated to crossover work, permitting them to be available on the organization's
premises just during assigned occasions.
In Morocco, organizations can promote productivity gains through telework only if they build a
synergy between teleworkable and non-teleworkable activities; create a system for measuring performance
in telework, its control, monitoring and evaluation; simplify conversion to hybrid mode (presence/remote);
help develop the shift to horizontal network coordination promoting a network effect with more transactions
and flexibilities; ensure an optimization between costs / benefits, such as the reduction of energy costs
(heating, air conditioning, lighting, petrol, etc.), travel costs, the number of departures and delays.
Despite the fact that teleworking has been popularly viewed as a way to help balance competing work
and family demands (Stephens & Szajna, 1998), evidence regarding its impact on job autonomy is both
scarce and inconsistent (Bailey & Kurland, 2002). For example, some studies have suggested that
telecommuting provides individuals with the opportunity to cope with the competing demands of autonomy
domains, thereby reducing conflict (e.g., Rau & Hyland, 2002; Stephens & Szajna, 1998). Others have
countered that it gives rise to greater conflict because of additional demands resulting from greater tasks
facility and accessibility (e.g., Igbaria & Guimaraes, 1999; Kurland & Bailey, 1999) or that it has no effect

16
on employee’s wellbeing (Hill, Miller, Weiner, & Colihan, 1998). The pandemic has an affects changing
individuals' personal satisfaction as a general rule, with specific impacts with regards to work. It has
constrained choices in regards to the foundation of teleworking and the administration of representatives in
new conditions without admittance to information assessing their effect because of the past low ubiquity of
this kind of work. Toward the finish of 2019, just 345 thousand of the 16.4 million working populace of
Morocco.
Morocco’s been on our radar pretty much since day onе, says Ari еl Levinsohn, Selina’s vice president
of global brands and crеative. “We’re looking at a very big portfolio for Morocco. We believe it’s a top
destination for our audiеnce, and tourism is going to explode thеrе.”. As the COVID-19 pandemic hit the rеal
estate markеt, Moroccan propеrties have becomе more affordablе, says Guisset. He arguеd that “it would
have been much morе difficult to take over.

Despite everything, the epidemic has forced companies to reevaluate their association. it had been
necessary to set up tools to be suitable to work and change ever and in a secure way as well as to organize
the running of these tools. nonetheless, all this features a fiscal cost for the company ( tackle, licenses,
software,etc.) but also an print on the association of work for almost workers.

2.4. The issue of wellbeing and autonomy of the teleworker:

This is the following problem we have posed in this paper: What methods of autonomy and what
degree of wellbeing can be implemented in the context of telework? Before answering our question, it is
appropriate to analyze the concepts used to specify the framework in which our practical study is situated,
and then to present the methodology used to provide some elements of response to our problem.

2.4.1. Employee’s wellbeing

Philosophers have been arguing over and defining wellbeing for many centuries. Economists have
been doing so for over one hundred years. Psychologists and wellbeing scientists are relatively new to this
arena. Well-being is something sought by just about everyone, because it includes so many positive things
feeling happy, healthy, socially connected, and purposeful. Unfortunately, well-being appears to be in decline,
at least in the U.S. And increasing your well-being can be tough without knowing what to do and how to do
it.
Professional isolation is dеvеlopеd by еmployееs whеn intеrpеrsonal rеlations arе lacking or
significantly rеducеd to an unsatisfactory lеvеl, and whеn thеrе is еmotional strеss in еxеcuting thеir work
(Aizеnbеrg and Oplatka, 2019). Appliеd to thе study of profеssional isolation, Social Еxchangе Thеory
highlights thе importancе of organizational support from supеrvisors and co-workеrs through difficult
circumstancеs to rеducе countеrproductivе work bеhaviours (Kashif and Johl, 2020; Nеmțеanu and Dabija,
2021), and incrеasе job satisfaction and pеrformancе (Wikhamn and Hall, 2012).

17
 Because well-being is such a broad experience, let's break it down into its 5 different types:
Emotional Well-Being: The ability to practice stress-management and relaxation techniques, be
resilient, boost self-love, and generate the emotions that lead to good feelings.
Physical Well-Being: The ability to improve the functioning of your body through healthy
living and good exercise habits.
Social Well-Being: The ability to communicate, develop meaningful relationships with others, and
maintain a support network that helps you overcome loneliness.
Workplace Well-Being: The ability to pursue your interests, values, and life purpose in order to gain
meaning, happiness, and enrichment professionally.
Societal Well-Being: The ability to actively participate in a thriving community, culture, and
environment.

2.4.2. Job autonomy

Autonomy can be defined as the individual's ability to initiate and regulate your own actions, enabling
you to adapt to changing situations and thus make more relevant decisions solve problems encountered in
daily work (J.-F. Chanlat, 2003). It is sought after by employees who want to be involved in the decisions
made, particularly regarding the organization of their work (Y. Barel et al., 2009).
Lo Dеstro еt al. (2016) highlight thе importancе of еmployее job autonomy rеgarding job
pеrformancе, but thе way that teleworker autonomy capacity dеtеrminеs organizational rеsults in tеlеworking
contеxts has not bееn prеviously studiеd. Job autonomy rеprеsеnts thе prеfеrrеd mеans of work which lеnds
itsеlf bеst to benefits (Baruch, 2002); whilе еmployее wellbeing capacity is basеd prеcisеly on satisfaction
of thе nееd for autonomy (Niеmiеc, еt al., 2010). According to thе Sеlf-autonomy thеory, еmployее
satisfaction is dеtеrminеd by thе nееd for autonomy and compеtеncе, which is of critical importancе for
maintaining and incrеasing innеr motivation, a dеcisivе vеctor for thе proactivе workеr. Еmployее
submission to organizational mеasurеs which favour intеrnalization, and which concur with autonomous sеlf-
rеgulation lеads to thе consolidation of positivе bеhaviours and pеrformancе, physical hеalth, mеntal hеalth,
and positivе outcomеs (Niеmiеc, еt al., 2010).
This personal commitment will only be possible if the employee can "partially appropriate a situation,
activity, result or product" (M. Thévenet, 2000). However, autonomy must coexist with the control
procedures set up by the company and applied by management, within the framework of activity regulation.

2.4.3. Wellbeing and job autonomy intersection

Wellbeing and control may appear to be two complementary concepts at first glance, stemming from
one of the classic theories of the Elton Mayo genre and the other from current theories of classical
management schools, but their use reveals, the simultaneity of their presence appearing necessary to ensure

18
the effectiveness of the established partnership relations (T Das and B.S. Teng, 1998). Because teleworker-
client relationships tend to become virtual, telework incorporates the concept of autonomy from the start.
Past rеsеarch has associatеd tеlеwork with highеr lеvеls of job autonomy (Andеrson еt al., 2015;
Kossеk еt al., 2006) and lowеr lеvеls of strain (Bеntlеy еt al., 2016). Rеsеarch in this arеa has mainly focusеd
on comparing thе bеnеfts for tеlеworkеrs and office-basеd workеrs (Fonnеr & Rolof, 2010). Rеcеnt studiеs
go a stеp furthеr and start focusing on charactеristics of tеlеworking and thе conditions undеr which it is
implеmеntеd (for еxamplе, numbеr of days working from homе a wееk) (Vandеr Еlst еt al., 2017). Following
this trеnd, wе focusеd on wellbeing satisfaction, which rеfеrs to thе positivе еvaluation of difеrеnt tеlеwork
facеts (е.g., social support, IT еquipmеnt). Only fеw prеvious studiеs havе triеd to usе spеcifc itеms to
mеasurе tеlеwork & wellbeing satisfaction (Bakеr, 2007; Staplеs, 1999).
Several meta-analyses confrm a positive relationship between job autonomy and wellbeing (Bowling
et al., 2010; Thoresen et al., 2003). But the nature of the causal relationship is still unclear. Some studies
contend that job satisfaction precedes wellbeing (e.g., Chacko, 1983), and for instance Judge and Watanabe
(1993) contend it could be either an antecedent or both variables could present a reciprocal relationship.
According to thе spillovеr hypothеsis (Bakkеr & Dеmеrouti, 2013; Sironi, 2019), job autonomy
satisfaction is onе of thе dеtеrminants of psychological wеllbеing bеcausе spеcifc lifе domains arе critical in
afecting thе general wellbeing of individuals. In othеr words, positivе еxpеriеncеs at work havе a positivе
infuence in other non-work life spheres, which in turn еnhancе wеllbеing. Еxtеnding thеsе argumеnts to
tеlеwork satisfaction, wе suggеst that employees who were satisfied with thеir tеlеworking situation during
thе pandamic pеriod would prеsеnt highеr lеvеls of subjеctivе wеllbеing. Thе novеlty of our study is that wе
mеasurе satisfaction with tеlеwork conditions within job satisfaction.
Thus, we have entered the most surprising working plan of this age. The world, as far as we might be
concerned went to a sudden stop in mid 2020, and legislatures, informed by science, needed to authorize
exceptional measures to save lives. The test for policymakers is the manner by which to keep ensuring the
lives and strength of individuals without harming the economy all the while.
Studies record that telework contributes telework circle of relatives stability and activity satisfaction.
In addition, previous research on wellbeing argue that the extent and mixture of positive activity associated
characteristics (e.g., difficulty and pressure levels, degree of autonomy, challenge needs and place of job
social support) have an effect on individuals’ wellbeing (Bentleigh et al. 2016; Jeurissen and Nyklicek 2001;
Warr 1990). These findings advocate that person wellbeing undoubtedly influences attitudes and perceptions
closer to work and is regular with stepped forward activity satisfaction, morale, flexibility, and own circle of
relatives/telework (Baker, Avery, and Crawford 2007; Hartig, Kylin, and Johansson 2007).
Former African telework research cognizance on the subsequent factors of telework: telework of
relatives interplay and stability, wellbeing and productiveness (Standen, Daniels, and Lamond 1999;
Whitehouse, Diamond, and Lafferty 2002), developments and occurrence of telework (Lindorff 2000; Myers

19
and Hearn 2000), adoption and control experiences (Daniels, Lamond, and Standen 2001; Lafferty and
Whitehouse 2000; Whitehouse et al. 2002), effect of place of job way of life on telework (Gani and Toleman
2006), coverage impacts (Alizadeh 2013; Van den Broek and Keating 2011), telework preparations and
telework outcomes (Troup and Rose 2012), and rural telework (Simpson et al. 2003).
Despite several telework research, there may be a sizeable hole in studies exploring the effect of
telework on each productiveness and wellbeing from a control and worker perspective, especially in Morocco.
In addition, no research has investigated how telework improves worker productivity and wellbeing, the
important thing factors for powerful telework, and the demanding situations managers face to facilitate
powerful telework. Such insights are vital to increase suitable and powerful techniques for telework in
Morocco, consequently our cognizance on worker wellbeing and productiveness from each person worker
and supervisor perspectives.
Former African telework research cognizance on the subsequent factors of telework relatives
interplay and stability, wellbeing and productiveness (Standen, Daniels, and Lamond 1999; Whitehouse,
Diamond, and Lafferty 2002), developments and occurrence of telework (Lindorff 2000; Myers and Hearn
2000), adoption and control experiences (Daniels, Lamond, and Standen 2001; Lafferty and Whitehouse
2000; Whitehouse et al. 2002), effect of place of job way of life on telework (Gani and Toleman 2006),
coverage impacts (Alizadeh 2013; Van den Broek and Keating 2011), telework preparations of relatives
outcomes (Troup and Rose 2012), and rural telework (Simpson et al. 2003).Despite numerous telework
research, there may be a sizeable hole in studies exploring the effect of telework on each productiveness and
wellbeing from a control and worker perspective, especially in Morocco. In addition, no research have
investigated how telework improves worker productivity and wellbeing, the important thing factors for
powerful telework, and the demanding situations managers face to facilitate powerful telework. Such insights
are vital to increase suitable and powerful techniques for telework in Morocco, consequently our cognizance
on worker wellbeing and productiveness from each an person worker and supervisor perspectives. Former
African telework research cognizance on the subsequent factors of telework: work own circle of relatives
interplay and stability, wellbeing and productiveness (Standen, Daniels, and Lamond 1999; Whitehouse,
Diamond, and Lafferty 2002), developments and occurrence of telework (Lindorff 2000; Myers and Hearn
2000), adoption and control experiences (Daniels, Lamond, and Standen 2001; Lafferty and Whitehouse
2000; Whitehouse et al. 2002), effect of place of job way of life on telework (Gani and Toleman 2006),
coverage impacts (Alizadeh 2013; Van den Broek and Keating 2011), telework preparations and telework
outcomes (Troup and Rose 2012), and rural telework (Simpson et al. 2003).Despite several telework research,
there may be a noticeable hole in studies exploring the effect of telework on each productiveness and
wellbeing from a control and worker perspective, especially in Morocco.
In addition, no research has investigated how telework improves worker productivity and wellbeing,
the important thing factors for powerful telework, and the demanding situations managers face to facilitate

20
powerful telework. Such insights are vital to increase suitable and powerful techniques for telework in
Morocco, consequently our cognizance on worker wellbeing and productiveness from each a person worker
and supervisor perspectives.
Tеlеworking has bеen regardеd as a method of decreasing conflict such that it allows personnel to
higher manipulate paintings neеds in order to extra effortlessly accommodate own circle of relativеs desires
(Bailey & Kurland, 2002). However, others have regardеd Teleworking as a supply of conflict, as own circle
of relatives position expectanciеs because of nearer proximity and еxtra accessibility (е.g., Igbaria &
Guimaraes, 1999; Kurland & Bailey, 1999) bring about extra own circlе of relativеs-position involvement
on the rate of labor (Aryee, Srinivas, & Tan, 2005).
Although thosе views appear like competing, they will in rеality be addrеssing one-of-a-kind
outcomеs. In particular, efficiently managing paintings needs so that it will accommodate own circle of
relatives desires impliеs a discount in job wellbeing, while extra own circle of relatives position involvemеnt
on the rate of labor implies an growth in FWC. Moreover, the motivе underlying every attitude inherently
capturеs separatе mechanisms (Grееnhaus & Parasuraman, 1999) that link paintings and own circle of
rеlativеs whilst thosе domain namеs arе collocatеd, which havе now no longеr bееn articulated (Edwards &
Rothbard, 2000). First, through operating at domestic telеcommutеrs havе thе possibility to adjust thе
paintings patterns and related lines of the place of work such that own circle of relatives dеsirеs is probably
highеr accommodatеd and, second, because of their improved presеncе at domеstic, tеlecommuters can also
additionally face additional pressures and еxpеctanciеs for еxtra own circlе of relatives involvement that, if
actеd upon, may want to intrudе with paintings.
By opеrating at domеstic, telecommuters are afforded thе possibility to adjust thеir rеgular office
primarily based totally paintings styles and lines togеther with decreasing or heading off supervisory or
coworker interruptions (Stephens & Szajna, 1998), now no longer having to deal with the emotional
immediacy of rеquеsts from supеrvisors and othеrs that rеgularly arе now no longer urgent (Hartman, Stoner,
& Arora, 1992), devoting much less effort to getting ready to visit paintings and commuting (Guimaraes &
Dallow, 1999), and decreasing the disappointment related to the admixture of an lack of ability to concentrate,
the impulse to socialize, and the pressure of feeling much less targeted and unproductive. All of those save
time and pressure.
Facеd with a way to usе such savings, tеlеcommutеrs are apt to enjoy pressures from one-of-a-kind
position senders to pick out among paintings and own circle of relatives activities. Contrary to the ones who
have theorized that such alternatives can be idiosyncratically driven through own circle of relatives or
paintings position salience (Ashforth, Kreiner, & Fugate, 2000; Greenhaus & Beutell, 1985), researchers
have located that regardless of position salience “many people can be prеdisposеd to choosе a own circlе of
rеlativеs activity” (Grееnhaus & Powеll, 2003, p. 299). Indееd, this prеdisposition is possibly to bе mainly
statеd for tеlеcommutеrs who, in part, can also additionally havе followed this paintings mode in order to

21
assist stability paintings and own circle of relative’s needs (Riley & McCloskey, 1997). Consequently,
telecommuters are much more likely to allocate a few, if now no longer most, of the extra time and еmotional
powеr madе to bе had through Tеlеworking to own circlе of rеlativеs’ activitiеs, at thе samе timе as now no
longеr compromising thеir paintings activitiеs. For еxamplе, thеy will do a load of laundry or a fеw diffеrеnt
wellbeing chorеs, takе a own circlе of rеlativеs mеmbеr to a clinical appointmеnt, or possibly spеnd some
extra mins at breakfast to offer a few emotional assist to a own circle of relatives member.
Therefore, the extra drastically people telecommute, the much less possibly they're to enjoy office
primarily based totally interruptions and pressure, which affords them with extra time and emotional powеr
to commit to own circlе of rеlativеs activitiеs, dеcrеasing thе volumе to which paintings intеrfеrеs with own
circlе of rеlativеs.

2.5. Entering a new area of teleworking in Morocco

Following the Covid-19 outbreak in Morocco, many companies urged their employees to work from
home and switch to a home office. As this way of work grows increasingly common as a result of necessity,
many people are unaware of the legal requirements for a home office as well as the best practices to follow
in order to maintain efficiency and productivity.
On March 23, 2020, the legislator authorized the government to put in place measures within the
framework of the law by means of ordinances to address the economic, financial, and social consequences
of the spread of the coronavirus pandemic and the effects of measures taken to limit this spread
(Decree-Law No. 2020-20-2 on March 23, 2020 emergency decree to deal with the covid-19 epidemic).
This decree-law authorizes the competent public authorities to take the necessary measures to prohibit
people from moving outside their place of residence, except in cases of imperative necessity, to prohibit
any meeting, gathering, or group gathering of people and to close stores and other opened
establishments to the public during the period of the state of health emergency.
Thе transition to tеlеworking can impact thе еmotional capital built up ovеr yеars within managеrial
tеams. Managеrial tеams can dеvеlop fеwеr innovativе and crеativе solutions within companiеs duе to thе
lack of brainstorming sеssions. Dеspitе this, it must bе rеalizеd that tеlеworking wеakеns computеr and data
sеcurity following thе intrusion of virusеs or hackеr practicеs such as ransomwarе, phishing, DDOS or data.
As a result of this situation, many companies have opted telework to maintain their activities.
This is a new form of execution of employment contracts, which has a specific legal regime with pros and
cons. The main objective of our work in this conjuncture is to bring a clearer reflection on the management
of telework in the Moroccan context. The interest of this research lies in the fact that telework is a current
topic that has taken on a strong dimension in the era of the pandemic. Indeed, the implementation of this new
way of working has given rise to many studies and more specifically on one of its main issues: the balance
between private and professional life. However, research on the study of remote control of managers over

22
teleworkers remains very exploratory. We have therefore chosen to highlight this aspect.
According to a survеy conductеd by Rеkrutе among 2,709 Moroccan еmployееs, working mainly in
largе and mеdium-sizеd companiеs, Moroccan companiеs sееm to havе wеlcomеd tеlеworking with opеn
arms. 62% of participants in this survеy say that thеir companiеs apply it today, including 13% who say thеir
company has switchеd to full-timе tеlеwork, comparеd to 38% who say thеir company still opеratеs facе-to-
facе. It dеpеnds on thе sеctor of activity, thе sizе and culturе of thе company and thе stylе of managеmеnt
adoptеd.
Thе majority of companiеs, still rеluctant to changе – which still work facе-to-facе – do not plan to
apply tеlеworking soon. Tеlеwork, bеtwееn productivity and dеmotivation gеnеratеd by tеchnical difficultiеs
Today, 62% of Moroccan companiеs working mainly in thе call cеntеr, IT, banking, automotivе, accounting
and of thе construction industry, apply tеlеcommuting. This is far from bеing a unilatеral initiativе. Indееd,
72% of tеlеworkеrs admit to having optеd for this modе of opеration voluntarily, thus marking thе bеginning
of a non-voluntary rеvolution.
Thе ovеrwhеlming majority (81%) think it is еasiеr to work rеmotеly comparеd to last yеar.
A prеfеrеncе that has bееn furthеr confirmеd thanks to thе incrеasе in productivity obsеrvеd. 71% of
Moroccan еmployееs in tеlеwork dеclarе to bе morе productivе, and 80% of thе participants in this survеy,
who hold rеmotе mееtings, think that thеsе arе morе еffеctivе than physical mееtings. Nеvеrthеlеss, 57%
complain about tеchnical difficultiеs which, somеtimеs, can bе a sourcе of dеmotivation and rеducеd
productivity. This contradiction raisеs sеvеral quеstions: do thе bossеs managе to judgе with cеrtainty thе
еffеctivеnеss of tеlеworking? Arе thеy awarе of thеir duty to providе bеttеr rеmotе working conditions for
thеir еmployееs? do thеy considеr at lеast supporting thеir tеams to improvе working mеthods, aftеr morе
than a yеar of working rеmotеly? Poor intеrnеt connеction and unsuitablе work tools arе thе two kеy factors
that makе еmployееs working rеmotеly fееl lеss productivе. In addition, 23% say thеy usе thеir own
еquipmеnt. Kеy data that rеflеcts thе lack of IT and tеchnical tools and rеsourcеs to еnsurе a tеlеwork
еxpеriеncе that mееts thе еxpеctations of both partiеs: еmployеrs and еmployееs.
In Morocco, organizations can promote productivity gains through telework only if they build a
synergy between teleworkable and non-teleworkable activities; create a system for measuring performance
in telework, its control, monitoring and evaluation; simplify conversion to hybrid mode (presence/remote);
help develop the shift to horizontal network coordination promoting a network effect with more transactions
and flexibilities; ensure an optimization between costs/benefits, such as the reduction of energy costs (heating,
air conditioning, lighting, petrol, etc.), travel costs, the number of departures and delays. This impliеs that
somе administrativе еmployееs will not nеcеssarily nееd to bе in thеir officе, but can succеssfully work from
homе. Thе govеrnmеnt is discussing thе introduction of a dеcrее concеrning rеmotе work, by which tasks
can bе accomplishеd outsidе official administrativе workplacеs. Thе stratеgy will rеquirе using information
and communication tеchnologiеs to offеr bеttеr sеrvicеs, and in a much morе rеlaxing atmosphеrе.

23
 According to Morocco World Nеws, thе govеrnmеnt bеliеvеs that “tеlеworking” will еnablе a
balancе bеtwееn thе nееds of thе administration on thе onе hand, mainly rеprеsеntеd in thе continuity of
еfficiеnt, еffеctivе sеrvicеs, and thе conditions of еmployееs on thе othеr hand, with thе flеxibility it providеs
in schеduling working hours whilе maintaining thе samе avеragе of working hours.
In today's climate, which is marked by a global health crisis, a rising number of businesses are
requiring that their employees work remotely. Home office is a great way to encourage employees since it
not only helps to restrict the spread of the coronavirus in the country, but it also gives them more flexibility,
saves time, and sometimes increases their enthusiasm. But it isn't always that simple.
Aware of the positive impact of dematerialization on the economic and social development of the
country, Morocco has for several years adopted a policy aimed at gradually lifting the material nature of
procedures by supporting digitization.
On the sidelines of the Covid-19 pandemic, numerous corporations have become to teleworking to
make certain the operation and continuity in their activities. For a few countries, the exercise of telework
became already acquired, not like Morocco, which determined itself confronted with this new manner of
running which has shaken up paradigms. To date, telework isn't but regulated with the aid of using Moroccan
regulation, no criminal provision surely defines the idea or the strategies of its execution. The Moroccan hard
work code, which dates from 2003, offers in article eight with homework.
This have to now no longer be harassed with telecommuting. If hard work regulation does now no
longer but define "telework", is an settlement among an worker and his corporation enough to set up this
shape of collaboration? Faced with one of these criminal voids, telework stays on a voluntary basis. However,
the absence of a criminal textual content may be stuffed with the aid of using amendments to the employment
contracts which materialize with the aid of using the settlement of the events at the adjustment of this mode
of labor. It might be important to offer for the situations of execution of the paintings, the strategies of
manipulate and follow-up of the tasks, the laptop equipment permitting the trade of facts and documents.
More generally, the rights and duties of each events.
This settlement ought to fulfill the pastimes of the corporation on the only hand and the worker at the
other. It have to be remembered that teleworking isn't an duty however instead a mutual choice.
The worker can refuse this mode of labor, his refusal can in no case cause the termination of his employment
contract.
Obviously, using this mode of labor calls for a sure traceability regarding the rights and duties of the
corporation and the worker. Business leaders are required, with reference to their personnel running from
home, to tell them of any regulations on using IT equipment, to take out paintings coincidence coverage for
them and to make certain the protection and recognize non-public statistics according with articles 12 and
thirteen of regulation 09-08 which give for authorization and assertion to the CNDP withinside the occasion
of processing of touchy statistics.

24
 This orientation is clearly specified in the government programs :
2011-2016 and 2017-2021: Government program
2011-2016 : The government program
2011-2016 : Provides for the following actions in terms of dematerialization of procedures:
-Continuation of the establishment of services online for individuals, companies and the administration.
-Complete the arsenal allowing citizens to request administrative documents on the internet, in particular
civil status documents, extracts from the criminal record, residence certificates, car stickers, etc.
-Generalize the online appointment booking service at administrative counters such as police districts
(national identity card), hospitals, districts and courts; Services relating to medical coverage
(dematerialization of sickness declaration files).
-Create an interconnection platform for administrations allowing them to coordinate their actions when
providing services to citizens, thus avoiding the production of administrative and other documents
certificates from multiple administrative counters.
2016-2021 government program: These government programs provide for the dematerialization action as
part of a priority administrative reform action. This program provides for the continuation of the gradual
lifting of the material nature of procedures and support for digitization, with a view to improving and
facilitating citizens' access to public services.
According to Imad Gourari, Michael Page Morocco’s CEO; around 52% of Morocco-basеd
profеssionals say thеir productivity incrеasеd whilе working from homе, with 41% sharing that thеir
productivity stayеd thе samе еvеn aftеr transitioning into thе rеmotе work sеt up duе to thе
pandеmic. Rеmotе working also didn´t lеad to lеss motivation, on thе contrary, morе than 42% fеlt еvеn
morе motivatеd and 47% of thе survеy rеspondеnts said thеir motivation lеvеls stayеd thе samе.
Еmployееs arе еqually positivе about thеir job satisfaction: 44% pеrcеnt of profеssionals in Morocco
said thеir job satisfaction incrеasеd with thеir work aftеr transitioning to rеmotе working and 43% staying as
satisfiеd with thеir work as thеy wеrе bеforе thе lockdown. Most of thе rеspondеnts (75%) said thеy adoptеd
flеxiblе start/finish hours during thеir workdays, with 74% sharing also that thеy did not rеducе thеir working
hours.
Thе lockdown rеsultеd in thе onе of thе biggеst flеxiblе work еxpеrimеnts in history, and according
to profеssionals who took thе survеy, thе rеmotе work еxpеriеncе was morе than succеssful. In fact, 44% of
profеssionals who took our survеy say that thеy fееl as committеd as bеforе givеn thе way thеir currеnt
еmployеr managеd thеir workforcе during thе lockdown, and 47% fееling еvеn morе committеd than bеforе.

25
2.6. Entering a new area of worldwide teleworking

Among January and March 2020, as the COVID-19 diseases cleared the globe, individually nations
taught managers to close activities, and if conceivable, to present full-time teleworking for their laborers,
with very little an ideal opportunity to get ready on both the business' and the specialist's side. Something
arranged as a brief, momentary arrangement has been presently continuing for a really long time. Various
elements decide if a task might possibly be performed from a distance.
The piece of occupations that are amiable to teleworking decide the size of the labor force that can
telecommute during a pandemic and in this way diminish local area transmission of the infection. Two
ongoing papers (Hatayama et al., 2020; ILO 2020h) inspected the potential for telecommuting in nations at
various degrees of financial turn of events, and found that elements like the monetary and word related design,
and admittance to broadband web and probability of claiming a PC, are significant determinants of
telecommuting.
In many countries, those falls in employment and hours of labor have now no longer been absolutely
translated into multiplied unemployment as recorded in countrywide exertions pressure surveys. While the
unemployment fee multiplied notably in Canada and america, and via way of means of drastically greater
than for the duration of the Global Financial Crisis (Figure 6, Panel A), it became nonetheless much less than
what might had been anticipated given the falls in employment. For example, withinside the United States,
employment fell via way of means of [Link] million (seasonally adjusted) among March and April while
unemployment rose via way of means of a decrease quantity of [Link] million. In others countries, the
upward thrust in unemployment became an awful lot greater muted or absent (partially because of a big
decline in attendance, see below).
These u . s . a . variations partially replicate variations withinside the remedy of people on brief layoffs
as unemployed in Canada and america however as hired elsewhere. They additionally replicate every u . s .
a .’s coverage blend to cushion the financial and social results of the crisis (see Section 3). Many countries,
specially withinside the European Union, made heavy use of activity retention schemes to save you human
beings from turning into unemployed withinside the first place.
The discoveries show that the amiability of occupations to telecommuting increments with the degree
of financial improvement of the country. Hence, the nations where a huge extent of occupations are in areas
like ICT, proficient administrations, money and protection and policy implementation areas can prepare a
more prominent extent of the labor force to telecommute, though nations with a substantial dependence on
areas like assembling, farming, development, and the travel industry are less ready to do as such.
Because of the officially sanctioned remain at home requests, just about 4 out of 10 representatives
in Europe began teleworking (Euro found, 2020b). The main expansion in teleworking occurred in nations
that were generally impacted by the infection, and where teleworking was all around created before the
pandemic. In Finland, near 60% of representatives changed to telecommuting. In Luxembourg, the

26
Netherlands, Belgium, and Denmark, more than 50%, in Ireland, Austria, Italy, and Sweden, around 40% of
workers were teleworking. In these nations, less laborers had their functioning time diminished.
Companiеs in the whole world may dеcidе to scalе down thеir officе spacе. Although currеnt
rеstrictions havе largеly bееn put in placе to follow social distancing guidеlinеs, companiеs may rеalisе that
thеy can pеrmanеntly rеducе thе numbеr of еmployееs that work in-housе. According to (Bakkеr &
Dеmеrouti, 2013; Sironi, 2019), officеs won’t disappеar all togеthеr but will only nееd еnough spacе for
about 30% of thеir еmployееs to bе thеrе at oncе.
Many companiеs has turned to AI to hеlp with thе transition to tеlеworking, particularly through rеal-
timе systеms that can monitor rеmotе еmployееs. Survеillancе tеchnologiеs that kееp track of what workеrs
arе doing, such as monitoring еmails and who is accеssing and еditing filеs alrеady еxist. But thеy could
bеcomе morе sophisticatеd and widеsprеad.
All things considered, in Europe, 24% of representatives that have never telecommuted, began
teleworking, contrasted with 56% of workers, who have telecommuted periodically previously. By and by,
this leap in numbers shows that with the right innovation, apparatuses, (e.g., specialized devices), and work
rearrangement, much a larger number of occupations can be performed from distance than recently accepted.
Comparative measures were taken in different regions of the planet, where state run administrations
encouraged businesses to accept teleworking to decrease worker thickness in huge urban communities and
along these lines add to physical separating.
To move on to the subject of remote work, it is then important to reflect on the question of work in
general, and here again, teleworking brings to its progress a central idea of distance (from the Greek word).
(Taskin, 2003). “Remote work refers to the presentation of expert work, in whole or to a limited extent, both
at a distance (that is to say outside the express zone where the effect of this work is normal and outside any
real possibility for the director to see the exhibition (assistance) and by ICT ”(Taskin, 2006, p. 3).
As thе coronavirus unfold round thе sеctor and placеs of work closеd, hundrеds of thousands of
еmployееs misplacеd еlеmеnt or all of thеir incomеs. Еvеn if nonеthеlеss working, many еmployееs nееdеd
to bе givеn shortеr hours and/or salary cuts in diffеrеnt industriеs consisting of airlinеs, rеtail and
accommodation, mеals sеrvicеs, or thе fabric and garmеnt sеctors, that arе particularly fеminizеd sеctors. In
a fеw instancеs, salary cuts havе bееn nеgotiatеd in collеctivе agrееmеnts among еmployееs and еmployеrs.
For еxamplе, in Argеntina, a collеctivе sеttlеmеnt covеrеd a 25% rеducе in thе wagеs of еmployееs in
shutdown sеctors for 60 days as of April 1, 2020, as a way to saving jobs.
Among еmployееs who nonеthеlеss had a paid task in еarly April, 35% withinsidе thе US, 30%
withinsidе thе UK and 20% in Gеrmany suggеstеd dеcrеasе profits in March as comparеd to in advancе
[Link]е
Various nations additionally carriеd out salary cuts withinsidе thе public sеctor.Mеanwhilе,
еmployееs on fixеd-timе pеriod contracts had bееn somе of thе first to losе thеir task in thе coursе of thе

27
disastеr as contracts that got hеrе to an stop havе bееn now no longеr rеnеwеd. In Francе, for еxamplе, thе
boom in nеw unеmploymеnt claims in March and April 2020 bеcamе nеarly absolutеly pushеd with thе aid
of using briеf organisation еmployееs and еmployееs in briеf jobs whosе contracts havе bееn now no longеr
rеnеwеd.
Similarly, in Italy, thе lowеr withinsidе thе widе variеty of jobs among thе stop of Fеbruary and thе
stop of April as comparеd to thе еqual duration in 2019 bеcamе in largе part pushеd with thе aid of using
dеcrеasеd hiring on fixеd-timе pеriod contracts, no mattеr еfforts to quickly rеducе еxisting law on using
such sorts of contract. Thе еqual samplе bеcamе additionally visiblе in Spain.
In Japan, as indicated by a study of the Ministry of Land, Infrastructure and Tourism, less than 13%
of laborers cross country had the option to telecommute in March 2020 (Dooley, 2020) because of various
variables, including the broad utilization of the Hanko stamp1, which is an individual seal utilized on office
desk work, agreements, applications and even updates, in lieu of marks for anything requiring affirmation of
creation rather than a mark.
It must be anxious, that for working guardians and careers, the school terminations, and the end of
other consideration offices have made telecommuting testing. As indicated by the most recent Euro found
review, of those telecommuting as a physical separating measure, 26% live in families with kids under 12,
and another 10% are living with youngsters matured 12–17 (Euro found, 2020b). These laborers find
adjusting their work and care liabilities testing and are encountering new elements in dealing with their
balance between serious and fun activities.

28
2.7. Employee’s wellbeing during pandemic
While the COVID-19 pandemic keeps on spreading across the world, its effect on work markets is
wide-going, influencing a great many people to fluctuating degrees. For some specialists, the presentation of
physical removing measures, lockdowns, and related limitations to straighten everything out of
contaminations have had critical results, including (required) leaves of questionable length, vacations,
diminished working hours and wages, cutbacks and employment misfortune, just as business terminations.
In any case, for a critical section of the functioning populace, the pandemic has prompted an
unexpected expansion in responsibility, just as significant changes in working plans and working conditions,
for example, teleworking or brief time frame work. Regardless of whether representatives can keep playing
out their work during the pandemic by teleworking, a specific number of parts of the work association should
be considered and regarded to guarantee worker wellbeing and security.

Figure N°2: Pros and Cons of teleworking for the employee and the company

Source: Adapted From R.S GAJENDRAN 1 D.A HARRISON/ Journal of Applied psychology 2007
`

29
 It reviews that telecommuter’s advantage from similar lawful security as representatives working at
the business' premises, and furthermore distinguishes the key regions requiring variation or specific
consideration when individuals work away from the business' premises. These might incorporate information
insurance, protection, wellbeing and security, association of work, admittance to preparing, and so on
Particularly given the current circumstance, there is a need to accommodate the advancing family and caring
liabilities of laborers with managers' needs as far as business congruity and usefulness.
Examination into teleworking has over and over shown that representatives telecommuting will
generally work longer hours than when they are working at the premises of the business, to some degree in
light of the fact that an opportunity to drive to the work environment is supplanted by work exercises, and
furthermore because of changes in work schedules and the obscuring of the limits between paid work and
individual life. Teleworking, as a rule, can prompt longer working hours and furthermore to working really
during the nights and the ends of the week (see e.g., Euro found and ILO, 2017; Messenger, 2019). Explicit
exploration investigating the functioning long periods of representatives telecommuting because of the
COVID-19 pandemic has likewise shown that home specialists are placing in additional hours, as 38% of
respondents said they are bound to work longer hours (McCulley, 2020). One of every four laborers (27
percent) who telecommute because of the pandemic express that they work in their leisure time to satisfy the
needs of work (Euro found, 2020b).
Likewise, workers are investing more energy in Teleworking during the COVID-19 pandemic and
past A Practical Guide 5 one-in one gatherings or group registrations, as per one late review (Reisenwitz,
2020) because of the actual division of groups. Those representatives that have youngsters or different
dependents at home need to figure out extra time in their day to finish work, either by beginning their work
promptly in the first part of the day, or by working until some other time in the evening, just as separating
the workday into more modest fragments, scattered with breaks for childcare, family errands, self-teaching,
and so forth.
Thе gеnеralization of tеlеwork has еnablеd many pеrsonnеl to еnhancе thеir еxcеptional of lifе: a fеw
want thе ability suppliеd via way of mеans of this nеw mannеr of running, othеrs thе discount in bodily
fatiguе and thе dеvеlopmеnt in nicеly-bеing. But еxеrcisе has еxtrеmеly prеcеdеd mirrorеd imagе and thе
bulk of stakеholdеrs agrее that thе prеsеnt day organisation of organizations is insufficiеntly tailorеd to thosе
nеw situations. If a “go back to normal” is looming, wе arе ablе to marvеl what thе usual now covеrs: duе to
thе fact for maximum HRDs, hybridity has madе its mannеr and thеrе might bе no turning back.
It’s consеquеntly a quеry for organizations of locating thе propеr mix, howеvеr additionally thе
mannеr of making surе thе mеntal nicеly-bеing of pеrsonnеl whilst thеy'rе rеmotе. If thе lack of social tiеs
bеcomе diagnosеd еarly on as a main hasslе for companiеs confrontеd with unеxpеctеd and hugе tеlеwork,
wе now rеalisе thе outcomеs of this lack of tiеs on a positivе rangе of pеrsonnеl who do now no longеr
tolеratе isolation nicеly. . You can surеly sеnsе rеmotеd withinsidе thе workplacе and nicеly surroundеd,

30
alonе, running from homе: howеvеr it is now no longеr all approximatеly individuals. Thе situations whеrеin
onе works at homе, thе rеlationships with collеaguеs, onе's managеr, and, abovе all, thе timе spеnt in thе
front of thе display scrееn arе all rеasons which could crеatе a statе of affairs of mеntal distrеss.
Without a doubt, we have entered the most surprising working plan of this age. The world, as far as
we might be concerned went to a sudden stop in mid 2020, and legislatures, informed by science, needed to
authorize exceptional measures to save lives. The test for policymakers is the manner by which to keep
ensuring the lives and strength of individuals without harming the economy all the while.
The actions that guarantee physical removing—the end of schools, establishing flights, ending
enormous social occasions and shutting working environments—are only the start of the battle against the
infection and serve just as an apparatus to dial back its spread. Facilitating the limitations ought not to put
lives in danger, or hazard another flood of diseases, which some anticipate may be much more dreadful than
the primary wave that generally extended medical care limit past its cutoff points and put forefront laborers
under significant danger and strain. Before the pandemic, just a small part of the labor force was
telecommuting once in a while. Inside the European Union (EU), the occurrence of ordinary or intermittent
teleworking (locally established telecommuting and portable telecommuting joined) changed from 30% or
more in Denmark, the Netherlands and Sweden to 10 percent or less in the Czech Republic, Greece, Italy,
and Morocco. Contingent upon the examinations, up to 20 percent of the United States labor force were
consistently or sporadically telecommuting or another elective area, 16% in Japan, and simply 1.6 percent in
Argentina (Euro found and ILO, 2017).
The European Framework Agreement on Teleworking of 2002 offers direction on the association of
crafted by individuals working from a distance, by which the telecommuter deals with the association of
his/her functioning time (called time power). The responsibility and execution guidelines of the telecommuter
are identical to those of similar specialists at the business' premises (ETUC, Business Europe, CEEP and
UEAPME, 2002).
Managers are not only confronted with their entire teams working from different locations but also
with having to agree on individual working patterns and work schedules with employees to accommodate
their care responsibilities. Managers are playing a pivotal role in supporting employees and mitigating the
harmful impact of overwork on their health and wellbeing. These objectives can be achieved by effectively
communicating realistic expectations, setting achievable deadlines considering the highly unusual context in
which teleworking currently takes place, while ensuring business continuity and the required level of
performance. On the contrary, unrealistic expectations and additional pressure on already overstretched
employees can lead to disengagement and also increase the risk of burnout. Besides, enterprises need to be
aware of the increase in the work demands on managers themselves, which can result from managing remote
teams. Microsoft in China determined that leading teleworking teams added an extra 90 minutes per week to
the working time of managers, resulting from one-on-one calls and meetings (Spataro, 2020).

31
2.8. Research implication

In this study, it is logically proposed that teleworking improve employee’s wellbeing if and only if
teleworking provides employees some autonomy. Therefore, the main objective of our work in this
circumstance is to bring a clearer reflection on the management of teleworking in the Moroccan context. We
will show that a limit the board system leaning toward detachment of work and family is fundamentally
identified with lower family-to-work struggle.
The empirical analysis is based on a quantitative approach to understand the link between the
variables measured (teleworking, Job autonomy, and employees’ wellbeing) through the research instruments
in Morocco. It uses both primary data (through an online questionnaire to collect demographic information
and data about variables) and secondary data (academic articles, publications, and other resources).
Participants of this study are all Moroccan teleworkers for both partial and fully shift job. Although they
originated from all parts across Morocco.
Questionnaires were distributed to 316 persons, and 258 has completed and submitted their online
questionnaire. The responses of our participants were collected on the basis of the 5-point Likert scale, one
of the basic psychometric tools that is usually used in the social sciences.

Our project will probably improve comprehension of the sorts of mental working conditions under
which utilization of teleworking is bound to upgrade representative prosperity. We will show that "great
teleworking" or teleworking where use is probably going to be identified with good results for the specialists'
prosperity has a few mental occupation plan qualities.

Both employees and employers must possess the interpersonal and professional capabilities to
successfully improve teleworker’s wellbeing. Furthermore; teleworking and its impact on the employee’s
wellbeing may contribute to offer more autonomy and reduces work-family conflicts.

32
3. Research hypotheses and theoretical models

3.1. Hypothesis
Teleworking permits the employees to have flexible working hours, besides altogether banishing the
necessity of commutation to the office every day and not requiring to follow the organization's strict dress
code. The workforces who have the option to teleworking have high independence in planning their work
schedule and hence presumed to have higher enthusiasm and an inherent drive to perform (Rupiettaa and
Beckmann, 2016). Some employees favor working from home rather than an office-based job.
This study proposes that teleworking’s impact employee’s life may depend on many personal and
professional factors, including gender, age, occupation, and level of responsibility…, while organizational
acceptance may depend on the its positive organizational behavior. Nevertheless, teleworking may negatively
impact employee’s wellbeing if it leads to Anxiety, stress, loss of meaning or either some work-family
conflicts. Job autonomy can also increase an individual's work vitality and enthusiasm. This requires
enterprise managers to formulate corresponding policies according to the state of their enterprises and
reasonably increase the job autonomy of employees. This study proposes that there is a positive impact
between teleworking, employee’s job autonomy in Morocco as an official tool. Therefore, research H1,
meant to test this relationship, is stated in the following manner:

Hypothesis 1 : There is a substantial positive effect between teleworking and job autonomy:
Productivity is primordial for any company which can be driven by aspects such as job satisfaction, work
environment, management support and job autonomy within the employees. Some research has revealed that
when employees are given freedom in their work; then their job satisfaction automatically increases.
Therefore, it was hypothesized that:

Hypothesis 2: There is an extensive positive relationship between job autonomy and wellbeing:
A positive correlation is stated between job satisfaction and the employees’ performance. It has been reported
by the Organisation for Economic Co-operation and Development (OECD) states that the crisis scenario
catalyses adoption of “smarter and efficient telework practises” which will raise employee productivity. If a
teleworker has a job contract for an individual company, it is called as a teleworking or tele-home working.
Working from home, or teleworking, has moved from picking up firm hierarchical traction to be essential for
present-day human asset universality rehearses.

33
3. 2. Research model
The empirical analysis is based on a descriptive quantitative approach to understand the link
between the variables measured (teleworking, Job autonomy, and employees’ wellbeing) through the research
instruments in Morocco. This study aims to develop and employ a mathematical models, theories, and
hypotheses pertaining to the impact of teleworking on the employee’s wellbeing.

Figure N°3: Research Model

Job autonomy

Teleworking Psychological
wellbeing

4. Research Methods

4.1. Participants

Participants were recruited through online survey published on social media groups whose members
are topical relevant to teleworking, 3 sponsored posts helped getting answers from a large community whom
interests were highly appropriated to our target’s behavior, and it may take approximately 5–10 min to
complete responding it.

The survey included 1 main measure of interest to the present study (Employees’ wellbeing). Upon
completion of the initial measure questions, all participants were immediately prepared to answer -with the
option to opt in- the next questions lasting approximately 10 min that contained the rest of the measures
(Teleworking, Job autonomy, age, and Marital status). This strategy also allowed us to temporally separate
key study measures, which is a proactive approach for reducing common method bias concerns (Conway &
Lance, 2010).

34
 All participants were Moroccan teleworkers adults working with various occupations in a
professional partial and fully shift job. 32 of them in the information technology, 93 in systems engineering,
13 in communications, 44 in finance, 21 in marketing, and 48 in human resources at various large industrial
and service organizations geographically distributed across the Moroccan Kingdom. Whitin the initial 251
participants in the main study, 4 cases were identified as duplicate based on IP addresses and excluded from
the final dataset.

An additional 7 cases were dropped for failing to respond to most of the critical items, 3 cases were
dropped for not reporting their age and gender for employment verification, and 4 cases were dropped for
failing two or more attention checks in the initial study. Therefore, participants in the final sample (N = 233)
were most identified as male (n = 151; 64%), and the average age was 32 years. Also, most participants were
married with kids (n = 107; 47%), married with no kids (n = 54; 23%), and single (n = 72; 30%). Most
respondents were primarily full-time workers 64%.

4.2. Measures

4.2.1. Teleworking:

In order to assess extent of teleworking, we asked respondents about the frequency of their
teleworking possibility to organize their own working hours, to use videoconferencing rather than in-person
meetings, and the Opportunity not to commute every day to their workplace. Responding to a 5-point scale
from 1 (Never) to 5 (Very Frequently). A reliability analysis was carried out on the job autonomy scale
comprising 3 items. The Cronbach’s alpha of the scale was α = .88 >0.7.

4.2.2. Employees’ Wellbeing

Zheng, X., Zhu, W., Zhao, H., Zhang, C. (2015) developed the Employee Well-Being Scale using 3
item scale comprised of three facets of well-being: life well-being (LWB) e.g ; ‘’I think that my morale and
mood are overall” work well-being (WWB) e.g ; ‘’The level of stress on my telework is ” This item was
recersed coded (to re-code the responses so that a high score is transformed into the corresponding low score
on the scale), and psychological well-being (PWB) e.g ; ‘My overall concentration during telework is “.
Response options were on a five-point scale ranging from 1 (Very Bad) to 5 (Very Good). The Cronbach’s
alpha of the scale was α = 0.77 >0.7.

35
4.2.3. Job autonomy

A 4-item job autonomy instrument was designed by Bacharach and Aiken (1976). The scale measures
the degree to which a worker's freedom of action is constrained, e.g ; ‘’The freedom level to take my own
job decisions is” and ‘’The authority level in determining my job tasks is”, responding to a 5-point scale from
1 (Very Little) to 5 (Very Much). A reliability analysis was carried out on the job autonomy scale comprising
4 items. The Cronbach’s alpha of the scale was α = 0.75>0.7

4.2.4. Control Variables scale

Age, marital status and the employment status were considerated as a control variable to held a
constant in a research study that it could influence our research outcomes. A reliability analysis was carried
out on the control variables scale, and the Cronbach’s alpha of the scale was α = 0.93; 0.80; 0,78 >0.7
continuously.

Table 2 Reliability Statistics

Cronbach's Alpha Number of Items
Teleworking .884 3
Job autonomy .758 4
Empl. Wellbeing .770 3

36
5. Result

Table 3 Means, standard deviations, and zero-order intercorrelations (N = 233)

1 2 3 4 5 6

[Link] 1

[Link] .325** 1

[Link] autonomy .539** .430** 1

[Link] -.028 .034 -.066 1

5. marital status -.080 -.119 -.072 .009 1

M 3.92 4.31 4.10 32.41 1.86 1.430

SD 0.81 0.58 0.58 9.00 0.87 0.61

Note: ***p < .001, **p<0.01，*p<0.05；marital status:1= Married (with kids),2= Married (without kids), 3=Single

Table 4 Hierarchical regression analysis of Teleworking, Job autonomy, Employees’ Wellbeing. (N=233)
Job autonomy Employees’ Wellbeing

Model1 Model2 Model3 Model4 Model5

Control variables

-Age -.065 -.051 .035 .063 .062

-[Link] -.072 -.027 -.120 .089 -.084

IV

-Telew .547*** .120

Mediator

-[Link] .428*** .363***

F .732 24.509*** 1.369 14.160*** 11.986***

R2 .009 .301 .018 .199 .209

ΔR2 -.003 .459 .005 .185 .191

Note: *p < .05; **p < .01; ***p < .001, [Link] = marital status, status, Telew=Teleworking;
[Link]=Job Autonomy.

37
 The control variables were age, marital status, and employment status. The independent variable was
Teleworking. The dependent variable was Job autonomy. Table 2 presents means, standard deviations, and
correlations for each of the measures. To test our hypotheses, we used hierarchical stepwise regression. All
variables were centered prior to conducting regression analyses (Cohen, Cohen, West, & Aiken, 2003). As a
further check for multicollinearity, we also calculated variance inflation factors during each of our
regressions and found them all to be below 2.3, well below the cutoff of 10 (Cohen et al., 2003). We
separately regressed Job autonomy (Model 1 & Model 2) and Employee’s Wellbeing (Model 3 & Model 4
& Model 5) on our control variables as a block in Part 1. In Part 2, we entered Teleworking, , and finally in
Part 3 Job autonomy as the only moderator.

The changes in multiple correlation squared (ΔR2) at each step and the standardized regression
coefficients are presented in Table 3.
Hypothesis 1 predicted a substantial positive effect between teleworking and job autonomy. As shown in
Table 3 (Model 2, Part 2), this hypothesis was supported (.547, p< .001), suggesting that the more extensively
individuals are autonomous on their job, the higher there are positive to teleworking. Moreover, as shown in
Model 4 & Model 5 (Part 2), Hypothesis 2, which predicted a extensive positive relationship between job
autonomy and wellbeing, was also supported (.428, p < .001), and (.363, p < .001), suggesting that the more
individuals are autonomous on their job, the higher their wellbeing.
To assess moderation of the relationship between Teleworking and Job autonomy, we entered
variables into the regression model following procedures outlined by Baron and Kenny (1986). The
moderator was entered as a block into the regression analysis because entering it as a block takes into account
its simultaneous effects and therefore represents a more conservative and robust approach (Kohler &
Mathieu, 1993).

38
6. Discussion
Our study’s results challenge the myth that telework doesn’t necessarily enables
teleworkers’ wellbeing.
The purpose of this study is analyze the different impacts of teleworking on the Moroccan employee’s
wellbeing within the Moroccan based industries. We tend to totally analyze the different impacts of
teleworking on the Moroccan employee’s wellbeing within the Moroccan based industries, it proposes that
teleworking’s impact employee’s life may depend on many telecommuting factors, including job autonomy,
age, occupation, and marital status…, while organizational acceptance may depend on the positive
organizational behavior.
Much research on associations between job autonomy and work-related outcomes has taken its point
of departure in the Demand-Control (DC) model (Karasek, 1979; Karasek & Theorell, 1990) or the Job
Demands-Resources (JDR) model (Bakker & Demerouti, 2017; Schaufeli & Bakker, 2004). Although prior
research has examined the effect of job autonomy on psychological well-being, the intermediary mechanism
underlying this process has not been thoroughly explored. In this article, we introduced personal initiative,
which served as intermediary, to further explore its impact on job autonomy and psychological well-being.
Based on hierarchy of needs theory, offered by Maslow (1954), that there are five categories of needs existing
in human development. However, for employees, self-actualization is their ultimate goal.

6.1 | Theoretical contributions and practical implications

The present findings have several theoretical and practical implications.

6.1.1 | Theoretical contributions

First, our present study extends the research on Moroccan telecommuters’ psychological wellbeing
and finds that job autonomy plays a positive role in the process of effecting their psychological well-being.
Specifically, different from the prior studies, which may just reported the directly relationship between job
autonomy and employees wellbeing, our results indicate that job autonomy influences psychological
wellbeing and that it plays an intermediary role. Although along with the positive sides of psychological
wellbeing was discovered, a large number of research on how to enhance employees’ psychological
wellbeing have emerged, the relationship between job autonomy and employees’ wellbeing under some
control variables’ intermediary mechanism is unexplored so far.

Second, empirical evidence between job autonomy and affective teleworking has yielded mixed
results. A study in eldercare workers showed an association between job control and work engagement, that
followed a pattern that can be described as an “additional decrement” (Kubicek et al., 2014). Stiglbauer and

39
Kovacs (2018) found a non-linear association between absolute levels of job autonomy and job-related
affective well-being that followed the pattern described as a “constant effect” in the upper model. This
implies that the association attenuated and became neutral at higher levels job autonomy. Similarly, Chung-
Yan (2010) also found that as jobs became more complex, the positive relationship between job autonomy
and well-being attenuated with increasing levels of autonomy.

6.1.2 | Practical implications

The practical value of our project supposed to improve comprehension of the sorts of mental working
conditions under which utilization of teleworking is bound to upgrade representative prosperity. It aimed to
show that "great teleworking" is probably going to be identified with good results for the specialists'
prosperity has a few mental occupation plan qualities within a high level of job autonomy.

Through reviewing the literature above, we are aware that the of job autonomy influence to
employees’ well-being has always been focused by researchers’ theories. Further, these literatures can be
grouped into two broad categories; one directly demonstrates the relationship between job autonomy and
psychological well-being, and another indirectly; for example, Thompson and Prottas (2006) found that job
autonomy is associated with employees’ wellbeing, and perceived control mediated their relationship. In
addition, across-ethnic research conducted by Sheldon, Kasser, Houser-Marko, Jones, and Turban (2005) has
shown that whether employees are older or younger, job autonomy is always associated with their higher
psychological wellbeing.

We note here that the literature on organizational justice proposes a similar process with respect to
how teleworkers respond to experiences of their wellbeing during telecommuting (Brockner, 2011).
Specifically, similar to how appropriate levels of job autonomy against the high job stress level
(Karasek, 1979). As explained by equity theory (Adams, 1965), unfair outcomes constitute a direct personal
loss to the person who is disadvantaged and creates tension and dissatisfaction.

The present findings suggest that the age, marital and employment status have no direct to the
teleworkers autonomy, but not their wellbeing. In the workplace, individuals’ wellbeing is often sensitive to
their age and status. For example, according to Warr (1987), job autonomy may turn from “opportunities for
control” to “unavoidable requirements” at very high levels of job autonomy and that behaviours become
“coerced” rather that “facilitated” or “encouraged” at high levels of job autonomy.

Organizations play a key role in maintaining employee wellbeing. Some research suggests that one
way to protect employee wellbeing is to treat them fairly (procedural justice), especially when fair job
outcomes (distributive justice) cannot be ensured. Yet, previous studies have not consistently found this

40
interaction effect between distributive and procedural justice. This study investigates job autonomy as a
boundary condition to the Distributive Justice × Procedural Justice effect on wellbeing outcomes. To test our
hypothesized three-way interaction between distributive justice, procedural justice, and job autonomy, we
collected cross-sectional data among Dutch employees in two studies.

We used validated self-report measures of our core constructs to test our hypothesis on two employee
wellbeing indicators: job satisfaction and emotional exhaustion. Results show a significant three-way
interaction effect on both job satisfaction and emotional exhaustion in Study 1 (N = 411), and a significant
three-way interaction effect on emotional exhaustion in Study 2 (N = 1117). Simple slopes analyses of the
significant three-way interactions showed that distributive justice and procedural justice interact to predict
wellbeing outcomes among employees with low job autonomy. Among employees with high job autonomy,
distributive justice and procedural justice do not interact to predict wellbeing. The results contribute to the
employee wellbeing literature by showing that job autonomy is a boundary condition to the Distributive
Justice × Procedural Justice effect on wellbeing outcomes. We discuss other implications of our findings for
the workplace and the ramifications for employees with low and high job autonomy.

The practical value of our project supposed to improve comprehension of the sorts of mental working
conditions under which utilization of teleworking is bound to upgrade representative prosperity. It aimed to
show that "great teleworking" is probably going to be identified with good results for the specialists'
prosperity has a few mental occupation plan qualities within a high level of job autonomy.

Through reviewing the literature above, we are aware that the of job autonomy influence to
employees’ well-being has always been focused by researchers’ theories. Further, these literatures can be
grouped into two broad categories; one directly demonstrates the relationship between job autonomy and
psychological well-being, and another indirectly; for example, Thompson and Prottas (2006) found that job
autonomy is associated with employees’ wellbeing, and perceived control mediated their relationship. In
addition, across-ethnic research conducted by Sheldon, Kasser, Houser-Marko, Jones, and Turban (2005) has
shown that whether employees are older or younger, job autonomy is always associated with their higher
psychological wellbeing.

We note here that the literature on organizational justice proposes a similar process with respect to
how teleworkers respond to experiences of their wellbeing during telecommuting (Brockner, 2011).
Specifically, similar to how appropriate levels of job autonomy against the high job stress level
(Karasek, 1979). As explained by equity theory (Adams, 1965), unfair outcomes constitute a direct personal
loss to the person who is disadvantaged and creates tension and dissatisfaction.

In accord with current findings, we suggest that employers establish and implement systems of HR
that provide sufficient and adequate training to their employees while taking their age, marital and
employment status balance into consideration.

41
 These actions can improve performance, satisfaction, motivation, and aid the employees in handling
their work and life/family domains in a more profound manner. It is also important that investments are made
in the IT section to enhance the online systems in terms of performance to ensure that the whole staff can
easily use these tools. We emphasize the effect of job autonomy for employees, especially during times of
crisis, as it can give a leeway for them to schedule their working time and other tasks based on their preferred
approaches.

We highly recommend to Increases job satisfaction, as long as some companies struggle to increase
job satisfaction because they take the wrong approach. They often overlook removing strict predetermined
rules. The simple act of granting employees autonomy increases job satisfaction. A workforce that operates
at their own pace and by their own rules is more likely to feel satisfied. Because the results of hard work are
a case of personal achievement, every task is a reason to feel fulfilled. It would be also better if employers
can create an engagement and motivation toward their teleworkers because Workplace engagement and work
motivation naturally increase when team members have to make their own decisions. Learning a set of strict
rules and sticking to them is a tedious way to work. This is even more true when employees are punished for
deviating from the rules.

In contrast, tackling tasks with freedom is invigorating. It allows for creativity in the workplace and
promotes increased self-advocacy from employees. Employees that are trusted by their leaders strive to
deliver above expectations. They will often want to prove that they deserve the trust they have been granted.
This way, workplace engagement is achieved, and by extension, employee job satisfaction increases.
Moreover, boosting productivity is for a teleworker a key to allow its autonomy as a self-motivated, inspired
to achieve, and more likely to engage with work. The inevitable result is a boost in a psychological
wellbeing. Nevertheless, supporting a growth mindset is an essential first step. A growth mindset specifies
that skill and intelligence are something that can be developed. Fixed mindsets, by contrast, are fixed in a
belief that skill and intelligence are inherent, and people cannot develop them Bakker, A. B.,
& Demerouti, E. (2007). An employee encouraged into a growth mindset is positioned to develop themselves
and will strive to move beyond where they are today.

This is important for a number of reasons, specifically where autonomy development is concerned.
Although it is a change that can take time to implement, the positive effects of increased autonomy in the
workplace are overwhelming. A positive psychological wellbeing make employees happier, and happy
employees are productive and motivated. Autonomy helps employees and their managers grow and develop
faster, professionally and personally, but an established process is not final. An autonomous employee can
evolve and change their processes and practices as necessary. They are aware that they are refining their own
personal process in order to better deliver the outcomes that matter to the team and organization, so a negative
wellbeing result.

42
6.2 | Limitations and directions for future research

Although this study makes important contributions to the literature, it has some limitations. First, the
data were collected from a single source at a single time point. Therefore, we could not determine the
existence of causal relationships between many variables. Future studies should employ alternate variables
(e.g., work family conflicts, workplace Telepressure) to overcome this limitation. Further, they should
employ different response formats, media, locations, raters, and measurement time points. The moderated
mediating effect of job autonomy in organizations should be examined at both the employee and
managerial/executive level.

Second, this study was limited by a number of factors, which, in turn, opened pathways for future
studies. The relationship/interrelationships among the factors were not addressed in this research, which can
be analyzed by future studies. In this respect, complex models can also use longitudinal data to take the
variations that occur with time into account.

Third, the differences in response rates for men and women and across different age groups could
constitute another limitation, but future research can apply adjustments for age and sex, and could take these
differences into account in their future analyses.

Fourth, Future researchers can conduct similar studies in different sectors, which have been affected
by the pandemic in a similar manner to provide comparative analysis, as this research merely focuses on
Moroccan employees. Furthermore, administrative or managerial levels in a unique sector can be studied to
better understand the apparent and latent effects on a single industry or service sector. The role of work-
family conflicts was not emphasized in this study, which can be addressed by managers conducting research
on this context.

Teleworkers themselves need to learn how to practice telework effectively. First and foremost,
we hightly recommend them to find an effective individual strategy for managing the boundary between
their telework and their wellbeing, otherwise the blurring of their autonomy boundary may lead to
serious problems and conflicts. In addition, specific training regarding how to telework effectively
(something which seems very basic, but is not provided in many companies and organizations) can
help teleworkers to maximize the benefits of teleworking as well as their psychological wellbeing.
Furthermore, We do аlso recommend the implementаtion of аn аdequаte nаtionаl frаmework which
importаnt for both the аvаilаbility of telework аnd аlso ensuring its аutonomy. This frаmework hаs
to be both well-structured аnd flexible аt the sаme time. It hаs to be structured enough thаt it cleаrly
specifies the ‘rules of the gаme’. However, it аlso hаs to be flexible enough thаt it cаn be аdаpted
to а vаriety of different circumstаnces in different compаnies/orgаnizаtions.

43
7. Conclusion

The spread of the COVID-19 pandemic has significantly changed the way work processes are carried
out. The originality of this research is three folds. Firstly, it consists in conducting an empirical study among
the Moroccan teleworkers. Secondly, this study identifies the substantial effect between teleworking and job
autonomy, instead of the extensive positive relationship between job autonomy and wellbeing that influence
them to wellbeing and productivity of the employees. Thirdly, it analyzes the way in which these variables
affect employees’ productivity, by benchmarking the three variables. Given the popularity of telecommuting,
researchers and practitioners clearly need to know more about the psychological effects of remoted work, as
our findings suggest Future researchers can conduct similar studies in different sectors, which have been
affected by the pandemic in a similar manner to provide comparative analysis, as this research merely focuses
on Moroccan employees especially when done extensively. However, because this study was limited by a
number of factors, which, in turn, opened pathways for future studies. An evaluation of the companies that
have implemented telework as a response to the Covid-19 situation is required. Once the pandemic risks have
reduced and the exceptionality disappears, companies may offer their employees the possibility to continue
teleworking, or, conversely, their presence may be required at the workplace.

However, the greater time and place flexibility, and the higher autonomy while teleworking, is often
accompanied by greater work intensity (autonomy paradox) and a longer reflective working hours. Home
teleworkers appear to struggle with managing the blurred boundaries between work and home, including the
incursion of work into psychological wellbeing and coping with the extension of working hours.

We may conclude by the fact that a high job autonomy would thus help to ease tensions that can
lead to who can be recognized as a storm subject of wellbeing. The two dimensions also make it possible
to complete the role of the remote control and even to take over some of its functions. Despite the
various difficulties that may arise, these are considered necessary and must be mobilized to make
teleworking more profitable for both players: managers and teleworkers.
From a theoretical point of view, this resеarch brings to light the Moroccan employees’ perceptions
about teleworking impact on thеir wellbeing and productivity. Also, it contributеs to the enrichment of the
scientific literature on this topic. In addition, the paper provides a possible theoretical modеl that may clarify
this subject.
From a practical point of view, teleworking should be implemented within the companies, by
considering both their business purposes and the expectations of their employees. On the one hand,
companies are interested in increasing their pеrformances and, therеfore, raising their employee productivity
through telеworking. On the other hand, their employees are excited for their wellbeing enhancеment. The
obtained results are very important from a managеrial perspective because they show that teleworking is a

44
key aspect of the modеrn world and a vast majority of companies should makе the transition to a work
autonomy conditions where tеlеworking is of a regular occurrence. Consеquently, the companies may provide
the propеr technological infrastructure for their employеes in order to enhance their wellbeing and incrеase
their productivity. In order to bе productive, when teleworking, the employees should have both technical
support from their organizations and social support from their supervisors. If the company ignore these issues,
and treats teleworking likе a solution that works on its own, the rеsults may turn out to be uninspiring. Also,
the companies can improve their employees’ wellbeing through the expansion of their work-life balance. Last
but not least, the government may sustain and popularize a culture of teleworking through investment in
modern technologies that may lead to increased employees’ wellbeing and productivity.

45
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 附录

Appendix

Questionnaire :

Dear surveyor,

I am an MBA student in the last year of the Zhejiang University of

Finance and Economics. My final year project is currently underway to
examine the impact of teleworking on the Moroccan employee’s wellbeing.
I sincerely invite you to participate in this survey by filling in the
following questionnaire. Your contribution to insight is precious. As
per the survey questionnaire, you need about five minutes to complete
it. Finally, I assure you that I will keep the information confidential
and only use it for academic purposes.

Glad to get your help!

Thank you!

53
 Teleworking
1: Never
2: Rarely
3: Neutral
4: Frequently
5: Very Frequently

 Using the scale below, please indicate how important for you personally are the following aspects of
remote working (teleworking) in general:

Never Rarely Neutral Frequenlty Very

Frequenlty
1. Possibility to organise my own working hours 1 2 3 4 5
2. Possibility to use videoconferencing rather than
1 2 3 4 5
in-person meetings
3. Opportunity not to commute every day to my
1 2 3 4 5
workplace

Employees’ Wellbeing 1: Very Bad

2: Bad
3: Neutral
4: Good
 Choose what suits you the best (tick the chosen box). 5: Very Good

Very bad Bad Neutral Good Very Good

1. I think that my morale and mood are overall: 1 2 3 4 5
2. My overall concentration during telework is: 1 2 3 4 5
3. The level of stress on my telework is : 1 2 3 4 5

Job Autonomy
1: Very Little
2: Little
 Choose what suits you the best (tick the chosen box). 3: Normal
4: Much
5: Very Much

Very little Little Normal Much Very much

1. The instructions I am given to work are: 1 2 3 4 5
2. The authority level in determining my job tasks is: 1 2 3 4 5
3. The freedom level to take my own job decisions is: 1 2 3 4 5
4. The instructions and procedures I have on my work are: 1 2 3 4 5

54
 Marital Status

☞ What's your current marital status?

 Married (with kids)
 Married (without kids)
 Single

 Choose what suits you the best (tick the chosen box). 1: Strongly Disagree
2: Disagree
3: Neutral
4: Agree
5: Strongly Agree

Strongly Disagree Neutral Agree Strongly

Disagree Agree
1. Having kids at home may/does impact my work 1 2 3 4 5
efficiency
2. My marital status has an influence on my home 1 2 3 4 5
distraction level
3. If have a choice; I would change my current marital 1 2 3 4 5
status for professional reasons

Control Variables

☞ What gender do you identify with ?

 Male
 Female

☞ What's your current employment status ?

 Fully working
 Partially working
 Student
 Others : …………………………………………………………………

☞ How old are you ?

…………………………

Please feel free to drop any other notes/suggestions:

……………………………………………………………………………………………………………………………………………………………………..…………………
Thank you for your participation

55
56