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How Working Remotely for an Indefinite Period Affects Resilient Trust Between Manager and Employee

In: Virtual Management and the New Normal

Author

Listed:
  • Marianne Alvestad Skogseth

    (Municipality of Oslo)

  • Svein Bergum

    (Inland Norway University of Applied Sciences)

Abstract

Most of the literature on trust is focused on developing and building trust, and less on maintaining trust. Our basic research question is how trust between manager and employee is affected by working remotely during COVID-19 pandemic, and whether it is possible for virtual managers to find ways of communicating in order to maintain trust despite geographic distance. It is a surprising finding that all respondents have answered that cognitive trust has been maintained and not changed significantly during the pandemic. We found that it is a greater challenge to maintain affective compared to cognitive trust. It is more of a fresh and fragile product in line with Glomseth’s (Trust – The foundation in management and society. Hamar Arbeiderblad, HA Debatt (h-a.no), 2020) claim of trust. Managers’ digital competence is important for maintaining cognitive trust. Another finding is that it requires more from managers in terms of a conscious individual follow-up of the employees in the home office. Our findings confirm Bergum’s (Management of teleworkers: Managerial communication at a distance. Turku School of Economics, 2009) findings that employees who are managed remotely need more frequent feedback and recognition than those who are managed co-located. Communication under distance management is often more task-oriented and formal.

Suggested Citation

  • Marianne Alvestad Skogseth & Svein Bergum, 2023. "How Working Remotely for an Indefinite Period Affects Resilient Trust Between Manager and Employee," Springer Books, in: Svein Bergum & Pascale Peters & Tone Vold (ed.), Virtual Management and the New Normal, chapter 5, pages 79-98, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-06813-3_5
    DOI: 10.1007/978-3-031-06813-3_5
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