无码专区 Professor Sees Costs and Benefits in Corporate and Federal Return-to-Office Mandates
Based on his research, Kyoung Yong Kim, PhD, associate professor of Management and Operations in the 无码专区 School of Business, says return-to-office (RTO) mandates pose unique challenges and opportunities.
Kyoung Yong Kim, PhD, researches telework, stategic human capital management and employee-organization relationships.
In early February, federal agencies submitted in accordance with an to initiate an to their duty stations.
The departments鈥� actions are among the latest in a series of RTO moves enacted since the start of 2025. Notably, they follow policy changes by corporate giants Amazon, AT&T and JPMorgan, who in January began requiring five days of in-person work for select staffers, with justifications ranging from to .
With more employers expected to require in-office work in the coming months, some predict that 2025 could be the 鈥測ear of the RTO mandate.鈥� But, given the arguments from those pushing for these policies, it鈥檚 worth asking: Are these return-to-office requirements truly justified? Do they actually improve communication, strengthen teams and boost productivity, as supporters claim?
According to Kyoung Yong Kim, PhD, whose research focuses on telework, strategic human capital management and employee-organization relationships, the answer is complicated鈥攁nd highly circumstantial.
Dr. Kim says that, by gathering coworkers around the proverbial water cooler, RTO policies can in some cases facilitate dialogue, promote teambuilding and foster organizational success. Yet, in other instances, work-from-home (WFH) arrangements can significantly boost employee morale, efficiency and output.
鈥淚n a , my colleague Ijeoma Ugwuanyi [a professor at Hong Kong Metropolitan University] and I examined how social distancing initiatives, which reduce interactions among people, impact working relationships,鈥� says Dr. Kim. 鈥淲e found that they can actually help improve negative ones, at least in employees鈥� minds.鈥�
Analyzing data collected on 105 working relationships among 43 full-time personnel at a South Korean healthcare company, Dr. Kim and Dr. Ugwuanyi discovered that, when afforded extended WFH privileges, colleagues previously at odds were given the space necessary to reassess their outlooks and improve their dynamics鈥攅specially when the individuals involved were viewed as competent and warm. As a result, these repaired relationships generally empowered more effective collaboration in the long run. Additionally, employees with positive in-person relationships maintained a solid rapport even when geographically apart.
鈥淭hese findings are particularly relevant as corporate and government workers increasingly return to their offices,鈥� says Dr. Kim. 鈥淢anagers need to remember that, according to the research, employees are willing to reset negative relationships they had previously. That said, returning to the office also offers a chance to strengthen relationships and make them more positive, which is crucial since team dynamics are a key determinant of team performance.鈥�
Per Dr. Kim, in order to best position themselves for success on the RTO front, organizations need to take a measured, sympathetic approach in facilitating their in-office policies, with an eye toward mitigating negativity. They need to remain cognizant of the logistical and interpersonal challenges that could emerge in the wake of a return, address their employees鈥� concerns in an attentive manner and foster a 鈥渟upportive climate characterized by supportive behaviors.鈥�
It鈥檚 a situation that Dr. Kim says bears parallels鈥攑erhaps somewhat counterintuitively鈥攖o the mass shift to telework that occurred during the COVID-19 pandemic. As he found in his , employees responded best to changes in their working arrangements when organizational leaders and managers took the time to explain and actively discuss the reasoning behind them, especially in mission-driven terms.
鈥淓ssentially, an important implication of the findings is that, to sustain employees鈥� positive attitudes and behaviors, it is crucial to frame these moves in a way that highlights how working in the office benefits both employees and the organization,鈥� says Dr. Kim.
In turn, RTO-focused organizations should recognize that their words and messages have a very real impact, particularly when scrutinized by workers who may not be happy about resuming their morning commutes.
鈥淎mazon, for instance, appears to be taking a thoughtful approach by emphasizing the value of collaboration with colleagues and the enrichment of organizational culture,鈥� says Dr. Kim. 鈥淥ne potential drawback, however, lies in their message about the consequences of non-compliance, specifically that failure to adhere to the in-office policy could jeopardize employees鈥� chances of promotion.
鈥淎 more positive framing, emphasizing how such policies support professional growth as well as employees鈥� well-being, could enhance favorable perceptions and work behaviors.鈥�
In the event organizations remain attuned to such situations鈥攖aking their employees鈥� perspectives into account, actively communicating their intentions and presenting clear value propositions鈥擠r. Kim thinks a year of the RTO mandate could potentially be a less daunting prospect. And maybe, with time, the transition back from Zoom to the boardroom could be a beneficial one.