EXPLORING THE DYNAMICS AND IMPLICATIONS OF REMOTE WORK DURING AND POST-COVID-19: A QUALITATIVE ANALYSIS

This research examines remote work dynamics during and after the COVID-19 pandemic. It aims to elucidate variations in its adoption across different sectors and its interaction with varied personality types. The study seeks to uncover the core benefits, challenges, and strategies for remote work in the post-pandemic setting based on the experiences of practitioners and researchers.Utilizing a qualitative approach, in-depth interviews were conducted with individuals who transitioned to remote work during the pandemic's course. Insights reveal the intricate facets of remote work, emphasizing the role of personality in shaping remote experiences. The research also presents strategies to enhance creativity and self-improvement in remote settings.This work offers a unique lens on remote work in the context of the COVID-19 era, enriching academic discourse and presenting practical strategies for organizations and individuals. The findings aim to inform policy-making and effective implementation of remote work arrangements.


Introduction
The COVID-19 pandemic accelerated the global transition towards remote work, prompting essential inquiries into its feasibility and the long-term repercussions across various industries and among individuals with different personality types (Kniffin et al., 2021;Aleem et al., 2022).Numerous studies have delved into issues such as task-technology compatibility (Abelsen et al., 2021), the management of global virtual teams (Adamovic, 2018), and the differential impact on gender (Akuoko et al., 2021).Nonetheless, the swift embrace of remote work in response to the pandemic necessitates a more nuanced understanding, particularly from the viewpoint of practitioners and researchers directly navigating this paradigm shift (Athanasiadou & Theriou, 2021;Bandura, 1977).
Previous studies have demonstrated that the sudden transition from in-person to online work during the pandemic adversely affected employee engagement levels (Adisa et al., 2021).A significant relationship exists between personality traits (Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to experience) and job engagement (Ongore, 2014).Distinct personality types are predisposed to adopt intricate approaches in managing actions and interactions, aiming to address and foresee the conditions of remote work during the pandemic.
In a seminal study by Yusriani et al. (2023), the implications of self-efficacy and peer support on learning enthusiasm and digital competence in online distance education were examined.A salient discovery from this investigation underscored the substantial role of peer support in bolstering learning enthusiasm.As such, academic ventures and discussions akin to the current study are paramount in the perpetual enhancement of skills and individual development.
Scholars have posited that the primary obstacle to remote work during the COVID-19 pandemic stemmed from its abrupt and enforced initiation (Raybourn, 2020).Affected individuals were compelled to realign personal requirements, navigate the ensuing alterations, and shoulder new roles and responsibilitiesadjustments imposed without initial consent.Theoretically, the concept of "empathy" might serve as an essential tool in facilitating these transformations and fostering adaptability (Munoz et al., 2022).
From a pragmatic perspective, such empathy can manifest through organizational listening, wherein companies and employers attentively heed the aspirations and ideas of their employees, providing constructive feedback in return.Neill and Bowen (2021) underscored the significance of this approach.Regrettably, its implementation among management professionals remains limited, thereby exacerbating the disconnect-both tangible and psychological-between employees and employers.This has compounded the challenges posed by the unexpected shifts experienced.
In contrast, those embracing active listening techniques have leveraged the benefits of remote operations.Hickman and Robison (2020) noted that employers who heeded and incorporated flexibility in remote work protocols realized enhanced performance metrics.Such engagement yielded demonstrable outcomes, including a 41% decrease in absenteeism, a 40% reduction in quality defects, and a surge in profitability by 21%.Despite the extensive body of research available, a knowledge gap persists regarding the multifaceted experiences associated with remote work, both during and subsequent to the COVID-19 pandemic era.This study aspires to bridge this lacuna by assimilating the collective experiences of seven practitioners and researchers.The objective is to proffer a holistic and contextually relevant understanding of remote work and to discern the strategies employed to ensure its efficacy.
The COVID-19 pandemic catalyzed a global momentum towards remote work, imparting profound ramifications for both individuals and corporate entities.While the extant literature furnishes invaluable insights into the various dimensions of remote work, an exhaustive comprehension demands an exploration of these aspects, specifically within the unprecedented milieu of the COVID-19 pandemic.
Research indicates that the shift to remote work hasn't been consistent across sectors.Industries such as IT and digital marketing witnessed a relatively seamless transition, attributed to the intrinsically digital character of their operations (Alipour, Fadinger, & Schymik, 2021).In stark contrast, sectors like manufacturing and retail grapple with formidable challenges, given the indispensable requirement for physical presence in numerous roles (Adams-Prassl et al., 2020).This research endeavors to probe these sector-specific experiences and challenges further, contributing to a more intricate understanding of the applicability of remote work.
The interaction between personality types and remote work has been a topic of considerable interest.Certain personality traits, like high self-efficacy and conscientiousness, have been associated with better adaptation to remote work (Bandura, 1977;Bailey & Kurland, 2002).Conversely, individuals with high extroversion may find remote work more challenging due to reduced social interaction (Barhate & Hirudayaraj, 2021).Our study aims to explore these interactions further, shedding light on how remote work can be optimized for different personality types.
The literature has reported mixed views on the benefits and drawbacks of remote work.Advantages include increased flexibility, reduced commuting time, and potential productivity increases (Barrero, Bloom, & Davis, 2020;Beck & Hensher, 2020).However, challenges like blurred work-life boundaries, social isolation, and 'Zoom fatigue' have also been highlighted (Bennett et al., 2021;Bhumika, 2020).Our research aims to provide a more comprehensive understanding of these aspects, incorporating the unique experiences of practitioners and researchers.
In conclusion, while the existing literature provides valuable insights into remote work, our research aims to contribute a unique perspective, particularly considering the unprecedented context of the COVID-19 pandemic.
Based on the background of the study, thus the research questions arise are: 1.What are the distinct experiences and challenges encountered across different industries in adapting to remote work during the COVID-19 pandemic?2. How do various personality types interact with remote work, and how can these interactions be optimized?3. What do the lived experiences of practitioners and researchers reveal about the potential advantages and limitations of remote work in the post-pandemic era?This research seeks to elucidate the complexities of remote work in the post-pandemic era, with a focus on its applicability across different sectors and individual predispositions.The primary objective is to investigate the essential competencies for effective remote work, including self-regulation, digital proficiency, and selfmanagement (Bloom et al., 2015).By delineating the challenges and nuances of this work model, the study intends to inform both organizational decisions and academic discourse, while suggesting strategies for fostering creativity and self-improvement amid such conditions (Bapuji et al., 2020).

Research Method
Adopting a qualitative approach, this study will interview seven practitioners and researchers immersed in remote work during and post the COVID-19 pandemic.Concurrently, a comprehensive literature review will establish a theoretical base (Gibbs et al., 2017).This study aims to provide a nuanced analysis of remote work practices in the context of the COVID-19 pandemic, harnessing insights from selected practitioners and researchers (Carnevale & Hatak, 2020).We aim to discern both the advantages and challenges inherent to remote work, delineating its implications across sectors and for individuals with varying personality types (Brynjolfsson et al., 2020).

Phenomenological-Case Study
In this research, we adopt a phenomenological case study approach, combining the depth of phenomenological analysis with the real-world relevance of case study methods.A phenomenological approach delves into the lived experiences of subjects, aiming to understand and interpret the meanings they attach to those experiences (Jan, 2020).On the other hand, case study evaluations offer practical and detailed insights, especially suited for an in-depth exploration of management practices (Keen & Packwood, 1995).Our primary focus is on managers who transitioned to remote work during the COVID-19 pandemic and their subsequent experiences.This study encompasses a targeted sample of five managers or supervisors, and two senior employees, representing a range of business sectors.The timeframe for our observations spans the last three years, capturing both the immediate and prolonged impacts of the pandemic.
Selection criteria for participants were methodically established, aiming to provide a holistic view of the remote work landscape.We employed the purposive sampling technique, a method that facilitates the identification and selection of individuals or groups who possess particular knowledge or experience relevant to the research focus (Benoot, C., Hannes, K., & Bilsen, J., 2016;Sharma, G., 2017).By targeting this specific group, we ensure that the data collected is deeply aligned with our research objectives, producing results that are both meaningful and actionable.

2.Data Collection
Data will be collected using focus group discussions (FGD).Historically developed to assess listener reactions to radio broadcasts post-World War II (Stewart & Shamdasani, 1990), focus groups are now recognized by social scientists as instrumental in understanding specific attitudes.Typically, a focus group comprises 7-10 participants with shared characteristics.
Participants will be engaged on eight key topics, including: 1) personality type, 2) role and experience, 3) supervision levels, 4) duration of remote work, 5-6) advantages and limitations of remote work during the pandemic, 7) potential solutions, and 8) result or outcomes.
Personality types analyzed will include introverts, ambiverts, and extroverts.As per Zainudin, Z. N., et al. (2019) and Amichai-Hamburger, Y., et al. (2002), introverts often gravitate towards solitude and might avoid excessive social interaction.Cyber-counselling appears particularly beneficial for introverts due to its anonymity and writing-focused communication.On the contrary, extroverts exhibit greater adaptability to external stimuli and thrive in social settings (Boeree, 2006;Sharp, 1987).Ambiverts often oscillate between these characteristics.Ambiverts can sometimes be referred to as sociable or extroverted introverts.
Following the results of the Focus Group Discussion (FGD), a data analysis was performed.According to Yin (2016, p. 185), the analysis technique is used to explain phenomena, discover specific patterns, and elucidate the significance of cases within a company.The data analysis comprises five stages: a.First Stage: Data and information are collected through a series of processes, primarily in-depth interviews, resulting in audio and video recordings of the interview sessions, as well as any necessary documents.Subsequently, interview transcripts are prepared and serve as the foundational data for the research.1. Missing co-workers sometimes and fieldwork.
2. Some projects faced on-site challenges.Solution: Post-pandemic, organized bonding events were initiated among workers to strengthen camaraderie.Outcome: The challenge of multitasking during remote work became evident, especially juggling roles as a worker, parent, teacher, and postgraduate student.Efficient strategies were necessary for effective goal attainment.There were various novel experiences during and post-pandemic.

R2 (SP):
Personality Type: Ambivert Occupation: Program Study Leader (Department Head) in the Education sector.Duration: 15 months since the onset of the pandemic in Indonesia.Experience: Experienced new and highly beneficial adjustments during and post the COVID-19 event, following government directives for remote work as a solution.Team Size: 4 members.Advantages: 1. Flexible working hours.2. Improved health recovery.
3.More quality time with family.4.More time for hobbies.Limitations: 1. Lack of direct interactions with colleagues and relatives, leading to novel work challenges.2. Project completions slowed down due to the absence of face-to-face meetings.Solution: Recommendations were made for a hybrid working model once the pandemic situation improved.Current discussions within the University lean towards developing a 'Work From Anywhere' (WFA) system.

R3 (CR):
Personality Type: Ambivert Occupation: Senior Associate of Customer Relationship Management & Customer Lifecycle Management Duration: April 2020 -April 2023 (3 years) Experience: I can do many other things that I usually can't do when I go to work.I can return to my hobby of martial arts.In my second year of working remotely, I had time to practice intensely to take part in the pencak silat championship.Team Size: 2 members.Advantages: 1.More flexible, efficient and effective time 2. Have a lot of free time to do hobbies and sports

Limitations:
One challenge I faced while working from home (WFH) was the absence of nearby colleagues for spontaneous discussions.To engage them, I had to check their calendar availability and then schedule a meeting.This added step felt cumbersome, especially when previously I could simply swivel my chair, call out, and initiate a brief conversation.Solution: To address this, my team and I established weekly meetings.These weren't just for progress updates but also for in-depth deliberations on specific tasks.Outcome: Often, these meetings extended over an hour due to the technical nature of the discussions and the need for coordination.While I initially found these prolonged sessions taxing-given that we used to have frequent shorter discussions during office hours-I gradually adapted.Over time, I felt this format allowed me to concentrate more on executing the tasks agreed upon during these meetings.

R4 (DA):
Personality Type: Ambivert Occupation: Head of Detainee Services Division.Experience: My remote work experience provided several benefits.For instance, the administration of incoming and outgoing letters was executed through Sumaker-based applications.Furthermore, court hearings for detainees were conducted online, in agreement with the Supreme Court.This process enhanced my digital skills.
Team Size: 15 members Advantages: 1. Online correspondence administration via website-based application sumaker.kemenkumham.go.id 2. Trials for detainees are carried out online 3. Flexible working hours 4. Gaining new knowledge about digitization Limitation: 1. Network constraints in implementing online correspondence and trial administration Solution: Setting up a special network for the administration of correspondence and online hearings Outcome: The Covid-19 pandemic forces us all to adapt to new habits called technology which is very crucial in carrying out daily tasks.With technology we can carry out correspondence administration and hearings for prisoners online to minimize the use of paper and reduce mobility in and out.detainees who are holding trials offline in order to prevent transmission of the Covid-19 virus

R5=MrL
Personality Type: Extrovert Occupation: Human Resources Manager Duration: March 2020 -March 2022 (2 years) Experience: In my experience, when the pandemic occurred, companies were forced to implement a work remotely system so that a lot of changes occurred, ready or not, work remotely has become the new norm during the COVID-19 pandemic which has advantages and also necessary limitations that must be considered.Team Size: 7 members.Advantages: 1.More productive because flexible working hours 2. Have lots of time to take care family optimally 3.No traffic jam, no stress on the way from home to office 4. Meetings and work coordination can still be done easily via digital platforms 5. Office Operational Cost Savings Limitations: 1. Technological constraints, technological readiness to be able to work fast and can be from anywhere, access to the company data is risky, for hackers to enter and it happened that the company's servers were hit by hackers, which caused the company's important data to be lost.Many employees at the Staff level do not have laptop facilities that they can bring home to work, because computers are provided at their desks.2. Timely completion of task.3. Leaders adapt in controlling subordinates remotely.4. Lack of social activity and direct interaction with co-workers which can make you bored.Solution: 1. Preparing technology and work equipment that can be used by all employees to work from home, so that all employees do not have difficulty to working remotely.2. Employees have a high sense of responsibility and independence to complete tasks on time.3. Leader should give trust to their subordinates, that their team still works well even without direct supervision.4. Leader have ability to control remotely with online coordination, online meetings, providing clearer tasking information and target timelines for each work to each team. 5. Make several schedules for direct meetings so you can interact directly with colleagues.Outcome: Working from home, has challenges in providing technology and work tools that can be used by all employees so they can work from home, and in terms of the timeliness of completing tasks, independence and how much responsibility employees have even without face-to-face supervision, employees can still complete work properly and on time.Need leadership that can give trust to his subordinates, that his team continues to work well even without direct supervision.Leaders should know how to control the work under their coordination line to run well and smoothly by coordinating online, meeting online, providing clearer tasking information and target timelines for each job to each team.so that there is no too much micro managing, giving the team confidence and flexibility in completing work on time.Because in terms of employee expectations, working from home has many benefits in terms of employee time, employees can feel more work-life balance.It is necessary to schedule several face-to-face meetings so that you can interact directly with colleagues to maintain closeness and good collaboration so as to eliminate boredom so that employees remain motivated at work.

R6=DS
Personality Type: Ambivert Occupation: Manager Strategic Planning and Business Development Banking Sector Duration: Juni 2020 -Juni 2022 (2 years) Experience: Based on my experience, during the Covid-19 pandemic there was a change in the work rhythm from initially working routinely in the office to working at home online and socializing more using technology and electronic media, however this condition also had a positive impact, including increasing employee hard skills, especially in digitalization.Team Size: 4 members.Advantages: 1. Meetings are held online; more efficient 2. Administrative/correspondence is done online; more time efficient and the process is faster 3. Working remotely can be done flexibly at home 4. Gain a new perspective on digitalization and increase abilities in using technology Limitations: 1. Network and infrastructure constraints in the field that are less supportive (especially in remote areas where signal is difficult) Solution: 1. Infrastructure improvements in the area 2. Network/signal strengthening 3. Discipline and Commitment of every Employee Outcome: Work from home (WFH) during the Covid-19 pandemic resulted improvement in digitalization and the use of technology, thereby increasing efficiency and effectiveness in work, but this must also be balanced with good communication and coordination to achieve company goals.

R7=NNg
Personality type: Introvert Occupation: Writer and Editor Experience: The COVID-19 crisis has drastically changed working conditions in various organizations.In order to ensure business continuity, most organizations are shifting to remote working, which requires employees to work from home.This condition inevitably has to be done amidst various benefits and drawbacks.Advantages: 1.For working women who also play a role as housewives, the benefits felt from remote work are more meaningful family time.Time together makes family bonds stronger.2. Remote work can also further hone the skills of organizing priorities and responsibilities.When working without supervision, it takes high responsibility to keep achieving the expected performance targets.3.In addition, online communication challenges require better and more effective communication skills.Limitation: One of the disadvantages of remote work is the possibility of miss communication, miss interpretation, or miss coordination.Solution: The solution that can be done to reduce the impact of shortcomings in the implementation of remote work is to reschedule coordination activities through online communication media facilities, as well as the integration of hybrid work systems.This is done to bridge the communication gap that occurs.
Outcome: Remote work has several benefits as well as weaknesses.However, it can be overcome in various ways, especially by optimizing the time and quality of communication between parts of the organization.

More time for oneselves and family vs more hassle to gain work collaboration
The FGD participants agreed that remote work policy brought them more spare time.They don't have to spend two to four hours commuting to and/or from work.That enables them to take care of their home and themselves.One participant was even able to do his old hobbies that he hadn't done for a long time.
"I can train in martial arts again.That's not just a hobby for me.I even went to the intense training camp and participated in a city level competition," shared participant 3. Before the remote work policy, he couldn't join any intense training camp, let alone join regular training.
Participant 5 also shared the same sentiment toward remote work.She managed to do her work as an HR professional as well as the wife of the household."I can take care of my children optimally and finish the household chores which I can't imagine will be done if I commute to work," shared Participant 5.It is part of traditional role of wives and mothers in Indonesia, where women act as selfless caregivers for husband, children, and the whole family without expecting rewards (Kabullah & Fajri, 2021).
Same goes with Participant 7.With the extra two to four hours that she got by not commuting, she can spend more quality time with her family."With this (extra quality time), I can feel that my ties with my family got stronger," said Participant 7.
Even though employees have time for themselves and their families, some respondents found that they must do more work to gain collaboration from their co-workers.They need to book a calendar or redo the scheduling to make it work.
Before remote working policy, I can just turn my chair and gain attention from my colleagues right away.But that's not the case when it comes to remote working.I must book their calendar to make sure that they have the time.It feels like a hassle to me," said Participant 3.

Increased flexibility vs blurred line between work and non-work life
Conservatively, work at the office needs to be done from a certain time and needs to be finished before a certain time, may it be 8-to-5; 9-to-5; or 10-to-7 formats.Those old ways were abandoned when companies introduced the remote work policy.
Workers can choose at what time of the day they want to start working and at what time of the day they choose to stop doin the work grinds.On top of that, they don't have to spend the entire time at home.Some can even do the work while hanging out in the cafe when the PPKM rule is being partially lifted.
"I bring my laptop and work at the training camp.When Ramadan came, I even went to my mother's hometown and bring my laptop.I attended one of the operational meetings on my way there," shared Participant 3. Similar experience also happened for Participant 6.The remote work policy enabled her to move away from the bore of her room to some place where she can find a new pace to finish her work.
On the flip side of the coin, the flexibility that remote work policy brings also blurring the line between work and non-work life for employees.Participant 5 had to open her email right after her fajr prayer because that was her most productive time of the day."When morning comes (after the fajr prayer), I need to tend to my children," shared her.

Introduction of new technology vs gap in infrastructure and habbit
Several companies adopt new technology into their ranks to make remote working happen seamlessly.WhatsApp, Zoom, Google Meet, Microsoft Teams have become the most common digital platform to enable long distance collaboration between employees.This idea was first introduced in the 90s as part of state-ofthe-art organizational innovation (Davis & Ye-Ling, 1994), and was majorly adopted when remote work policy got adopted world-wide.
Those technologies also migrate several paperworks-related jobs into an online process.Participant 6 feels her works got easier with this migration."It's a lot more efficient and has a faster process than what I usually do," shared her.
Even though the new technology was adopted on a company level, the infrastructure on a personal level was not adequate.That was the case for Participant 4, 5, and 6.Those who live outside of the city or county might not have stable internet connections.Some don't even have access to the internet at all.APJII and Indonesia Survey Center (2020) found that internet penetration is the most common on Java Island.That is not the case for those who live outside of Java Island.
There are also cases where employees actually have no means to do the remote work."At the office, they work with a desktop computer.When the remote work policy got implemented, they have no means to bring that computer home.What they need is a laptop but the company doesn't have enough laptops for them to bring home," shared Participant 5.

Observations:
Advantages: Flexibility, more family time, skill development, and cost-saving.Limitations: Technological challenges, slowdown in projects, reduced face-to-face interactions.Post-Pandemic Trends: Solutions such as "Work From Anywhere" (R2), specialized networks for specific tasks (R4), and hybrid models (R7) are being explored.Outcome metrics suggest a generally positive attitude toward the continuation of remote work, albeit with some adjustments.
Building on the research findings, certain recommendations can be drawn to better handle the challenges and seize the opportunities in the realm of remote work: a. organizations should work on providing alternative solutions, such as portable Wi-Fi devices or satellite internet.h.Feedback Mechanism: Set up a system where employees can provide feedback about their remote work experiences.This will help organizations identify specific challenges and adapt strategies accordingly.i. Promote Work Flexibility: Recognizing that each individual has a distinct working style and life situation, it's important to promote work flexibility.Allow employees to choose their most productive hours, provided they meet the organization's requirements and deadlines.j.Future-Proofing: As remote work becomes a mainstay, organizations need to be prepared for potential long-term challenges, such as evolving cyber threats.Investing in cybersecurity measures and continuously updating them is paramount.By implementing these recommendations, organizations can ensure a smoother transition to remote work models, whilst also being prepared for potential future disruptions.Embracing the lessons learned from the pandemic and integrating them into long-term strategies will benefit both employees and organizations in the long run.

Conclusions
By examining the realities and potential future scenarios of remote work, this research seeks to guide organizational decision-making and policy formulation, whilst empowering individuals with a profound understanding of remote work dynamics and successful navigation strategies The COVID-19 pandemic brought to the fore diverse remote work experiences across various industries and personalities.Introverts often favored the isolation, while extroverts navigated challenges.Industries aligned with digital tools adapted more seamlessly than those reliant on physical interactions.Despite universal benefits like flexibility and reduced commute, issues like isolation, blurred work-life boundaries, and technological disparities emerged.The highlighted digital divide necessitates equitable tech access.Moving forward, a hybrid work model, combining in-person and remote attributes, appears most promising.Ultimately, understanding these dynamics is crucial for shaping future work strategies.

th International Seminar on Business, Economics, Social Science, and Technology (ISBEST) 2023
In my experience, remote work required adapting to a changing role.Previously, the job involved more on-site activities; however, during the pandemic, it shifted more towards remote operations.The pandemic also entailed a transition into being more of an online educator and listener.

The 6 th International Seminar on Business, Economics, Social Science, and Technology (ISBEST) 2023
Holistic Organizational Support: Organizations should offer comprehensive support to their employees, encompassing mental health resources, technical support, and regular feedback mechanisms.Recognizing the diverse experiences of their workforce will be instrumental in tailoring support.b.Hybrid Work Models: Companies should consider incorporating a hybrid work model, allowing employees to choose a mix of remote and on-site work.This offers flexibility while addressing the need for physical interactions.c.Investment in Technology: Given the evident digital divide, organizations should prioritize investments in technology infrastructure.This includes providing employees with the necessary tools to work remotely and investing in training sessions to ensure familiarity with digital platforms.d.Regular Training and Development: Continuous training and development sessions should be organized to address the challenges posed by remote work, such as maintaining team collaboration and communication.e. Encourage Social Interactions: Companies should aim to incorporate virtual team-building activities and regular check-ins, to foster a sense of belonging and mitigate feelings of isolation.f.Clear Boundaries: Emphasize the importance of setting clear boundaries between work and personal life.Organizations can help by setting defined work hours, even in a remote setting, to prevent burnout and ensure work-life balance.g.Equitable Resource Allocation: For areas with limited internet access or technological infrastructure,