The coronavirus disease 2019 (COVID-19) forced organisations to implement intensive telework for many of their workers overnight. This scenario was completely new, and the emergency caused by COVID-19 created the possibility of experimenting with new ways of working with an unknown impact on employee well-being. Drawing on previous literature, we defined a model of telework quality consisting of the following four core domains: agile offices within organisations, functional remote workstations, flex-time and engaging management. We identified two high-quality and low-quality telework profiles using latent profile analysis on a data sample of 2295 insurance and financial sector employees. Demographic, occupational and procedural characteristics were associated with the probability of being in the positive or negative profiles. Our results showed that employees' emotional exhaustion and work engagement levels were related to telework quality. This study suggests that organisations need to consider the quality of telework to effectively adopt new ways of working that foster employee well-being.

The COVID-19 crisis witnessed a major rise in investment in software for the digital organisation and rationalisation of work, while investment in robotics is continuously lagging behind expectations. This article argues that we can understand this development as the continuation of the rise of algorithmic management as a technological fix for profitability crises. Thus, in the face of falling wage rates and a structural overaccumulation of capital since the 1970s, algorithmic management has become an alternative to automation. The article reconstructs the history of algorithmic management in connection to economic crises. This allows for periodisation of the rise of algorithmic management from 'computer-integrated manufacturing' to remote work in four waves. In times of crisis, algorithmic management functions as a substitute for investment in 'tangible capital' such as robots. Structural economic forces thus interact with labour conflicts at the company level, shaping the rise of algorithmic management.

In the United Kingdom and further afield, policy discourse has focused on the efficiencies technology will afford the care sector by increasing workforce capacity at a time when there are recruitment and retention issues. Previous research has explored the impact of telecare and other technologies on roles within the care sector, but issues related to job quality and the consequences of newer digital technologies that are increasingly being deployed in care settings are under researched. Through an exploration of the literature on robotics and empirical studies of telecare and mainstream 'smart' digital technology use in UK adult social care, this paper examines how these technologies are generating new forms of work and their implications for job quality, arguing the tendency to prioritise technology results in the creation 'machine babysitters' and 'fauxtomatons'.

The outbreak of COVID-19 is having a drastic impact on work and employment. This review piece outlines the relevance of existing research into new technology, work and employment in the era of COVID-19. It is important to be retrospective and undertake both a historically and theoretically informed position on the impact of new technologies in the current crisis and beyond. Issues of control, surveillance and resistance have been central to work on the impact of technology on work and employment and these themes have been identified as central to the experience of work in the current crisis.

The number of firms supporting work from home has risen dramatically as advances in communication technology have fundamentally transformed the way humans cooperate. A growing literature addresses working from home, but focuses only on individual workers, overlooking potential influence of co-worker engagement. Our aim is to study the influence of co-workers working from home on individual and team performance. We use unique data from a large-scale survey involving nine European countries, 259 establishments, 869 teams and 11,011 employees to show that the impact of working from home by co-workers on performance is considerable and has remained hidden in past studies because they did not account for co-worker effects. While working from home may be useful for some workers, it does bring issues for them as well. Specifically, we demonstrate that co-workers working from home negatively impact employee performance. Moreover, team performance is worse when more co-workers are working from home.

This paper examines the labour process of Healthcare Assistants (HCAs) at a National Health Service (NHS) hospital trust (TUH) in the context of the NHS modernisation agenda. It determines whether application of the modernisation agenda is formalised at TUH and considers how HCAs are affected. The paper is based upon 60 interviews with HCAs, structured questionnaires completed by all interview respondents, observation of HCAs and interviews with non-clinical managers. The findings show that elements of the modernisation agenda are informally implemented at TUH to the detriment of HCAs. HCAs experience distributional losses in the form of intensification as nurses deflect duties to HCAs and insulate themselves from adverse effects. HCAs resist, using selective absence when pressures mount. They ameliorate losses by re-internalising their work as a job with caring elements not a genuine caring role. They rationalise their altered behaviour towards patients by blaming the regime's treatment of them as a subordinated group.