| dc.description.abstract | Movements aimed at making traditional work models more flexible are triggered by political, social, demographic and technological changes that affect the force and workplaces. The crisis with social, health and economic consequences caused by the
SARS-CoV-2 virus has accelerated some practices related to the flexibility of work. Thus, transformations towards more dispersed models of work generate concerns about worker control, training, monitoring and performance evaluation. In this sense, remote work, telework and home office models represent a challenge for managers in terms of how to manage their employees. This work addresses policies, strategies and practices adopted to design and manage remote work, telework and home office, through a single exploratory embedded case study. For this purpose, seventeen managers from three different areas of an organization are interviewed. In terms of research contribution, through the methodological framework of grounded design (Grounded Design) and CIMO logic, twenty-five prescriptions are elaborated and presented to design and manage flexible work arrangements, remote work, telecommuting and home office. These prescriptions can compose a work project that contributes to the development of organizational skills, improves the management process, develops people and harmonizes relationships in flexible work contexts. | en |
