Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak

This study examines how human resources in the Maltese Public Service adopt new work practices in response to COVID-19 public health measures during the first wave of the pandemic. We analyze the data we collected through seven focus group discussions and ten in-depth interviews with Public Service...

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Main Authors: Frank Bezzina, Vincent Cassar, Vincent Marmara, Emanuel Said
Format: Article
Language:English
Published: Frontiers Media S.A. 2021-03-01
Series:Frontiers in Sustainability
Subjects:
Online Access:https://www.frontiersin.org/articles/10.3389/frsus.2021.644710/full
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spelling doaj-b32fd2a5d7bd4a75a3e1bb83856494f12021-04-02T21:21:12ZengFrontiers Media S.A.Frontiers in Sustainability2673-45242021-03-01210.3389/frsus.2021.644710644710Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 OutbreakFrank BezzinaVincent CassarVincent MarmaraEmanuel SaidThis study examines how human resources in the Maltese Public Service adopt new work practices in response to COVID-19 public health measures during the first wave of the pandemic. We analyze the data we collected through seven focus group discussions and ten in-depth interviews with Public Service employees and managers in a diversity of ministries and roles. Our study reveals that Public Service policies promoting remote working relied exclusively on the service's IT infrastructure. However, the ability to respond to customer needs effectively in a time of surging demand relied entirely on effective employees' access to responsive and efficient ICT support as well as employees' prior experience with remote work modes and their predisposition to change to remote working. Adopting remote working modes uncovered inherent weaknesses in the Public Service IT infrastructure that put additional strain on the Government's centralized IT support function, especially when Public Service employees adopted tools not supported by the centralized IT support. In circumstances where centralized IT support was ineffective, Public Service employees relied on their own knowledge resources which they informally shared in groups of practice or employed operant resources (or tacit knowledge) to achieve service level objectives. These observations suggest that in times when organizations respond to immediate and unprecedented change, human resources seek to adapt by relying on tacit knowledge that is shared among people in known (often informal) groups of people with a common interest or role.https://www.frontiersin.org/articles/10.3389/frsus.2021.644710/fullpublic serviceremote workingadaptationonlineMaltahuman resources
collection DOAJ
language English
format Article
sources DOAJ
author Frank Bezzina
Vincent Cassar
Vincent Marmara
Emanuel Said
spellingShingle Frank Bezzina
Vincent Cassar
Vincent Marmara
Emanuel Said
Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
Frontiers in Sustainability
public service
remote working
adaptation
online
Malta
human resources
author_facet Frank Bezzina
Vincent Cassar
Vincent Marmara
Emanuel Said
author_sort Frank Bezzina
title Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
title_short Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
title_full Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
title_fullStr Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
title_full_unstemmed Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak
title_sort surviving the pandemic: remote working in the maltese public service during the covid-19 outbreak
publisher Frontiers Media S.A.
series Frontiers in Sustainability
issn 2673-4524
publishDate 2021-03-01
description This study examines how human resources in the Maltese Public Service adopt new work practices in response to COVID-19 public health measures during the first wave of the pandemic. We analyze the data we collected through seven focus group discussions and ten in-depth interviews with Public Service employees and managers in a diversity of ministries and roles. Our study reveals that Public Service policies promoting remote working relied exclusively on the service's IT infrastructure. However, the ability to respond to customer needs effectively in a time of surging demand relied entirely on effective employees' access to responsive and efficient ICT support as well as employees' prior experience with remote work modes and their predisposition to change to remote working. Adopting remote working modes uncovered inherent weaknesses in the Public Service IT infrastructure that put additional strain on the Government's centralized IT support function, especially when Public Service employees adopted tools not supported by the centralized IT support. In circumstances where centralized IT support was ineffective, Public Service employees relied on their own knowledge resources which they informally shared in groups of practice or employed operant resources (or tacit knowledge) to achieve service level objectives. These observations suggest that in times when organizations respond to immediate and unprecedented change, human resources seek to adapt by relying on tacit knowledge that is shared among people in known (often informal) groups of people with a common interest or role.
topic public service
remote working
adaptation
online
Malta
human resources
url https://www.frontiersin.org/articles/10.3389/frsus.2021.644710/full
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