1. QA Officer, Agusan del Sur State College of Agriculture and Technology, Philippines.
2. Professor, University of the Immaculate Conception, Philippines.

* Correspondence: carlojayalbite@gmail.com

Keywords: business management, quality of work-life, home-based jobs

1. INTRODUCTION

The massive increase in virtual industry workers, including managers, sets off several challenges affecting quality of work-life (QWL). An author [1] identified QWL as the favorableness or unfavorable ness of a job environment for the people at work. The poor level or lack of QWL is associated with higher levels of work-related occupational stress, anxiety and burnout, which lead to lower job performance and induces significant costs for organizations [2]. When the job environment is home-based, there are issues on QWL that cannot be discounted. The issues could cover over-working, where employees spend too much of their time working or thinking about work, but accomplishing too little work, especially if there are distractions at home [3], isolation, and technical problems [4]. Some authors [5] even mentioned that in the heightened context of COVID19 lockdowns, this has also manifested in increased rates of divorce and domestic violence, a manifestation of an undesirable QWL. The importance of QWL is extensive from the theoretical and practical perspectives. QWL is important because implementing policies and strategies related to it will lead to sustainable work-life of employees [6]. An author [7] also considered QWL as an element related to the possibility of improving the status of more women joining the top management. It is also important according to [8] as it was found to support QWL among small and medium enterprises’ organizational outcomes. The presence of QWL strategies was conclusively leading to higher organizational performance, according to these authors. In the Philippines, there has been a limited study on QWL in the medical sector [9], telecommuting [10], and academia [11]. The researcher has not come across a qualitative study in the business sector especially involving the QWL of virtual managers. This study, therefore, is intended to fill this gap investigating the quality of work-life of managers in the home-based industry. On this note, the multiple case study approach is the most appropriate method to describe the challenges of their experience. To have a clear understanding of quality work life in the virtual industry, this research is anchored on the Spillover Theory by [9] and Self Determination Theory. An author [8] spillover theory postulates the conditions under which the spillover between a person’s personal life and their professional life can be either positive or negative. The theory used to find out if home-based managers who work in a virtual industry have both positive and negative aspects of their work microsystem and life microsystem. Self-Determination Theory suggests that people are able to become self-determined when their needs for competence, connection, and autonomy are fulfilled. This theory is used to find out if home-based managers are self-directed by figuring out their needs in relation to competence, connection, and autonomy. The findings of the study provided insight into how to inspire home-based managers in their jobs as virtual industry leaders. Through this research, CEOs gained insight into the experiences and challenges of home- based managers, allowing them to develop QWL strategies and programs to keep them motivated at work. The study benefited business schools with additional literature related to quality work life, particularly in the home-based industry. Lastly, the study helped the whole virtual industry because it showed the experiences and challenges of managers involved in this job arrangement. I helped CEOs understand how important QWL is in the workplace, especially in the virtual industry. This study provided useful insights in comparing the similarities and differences of the subject cases as regards quality of work-life. The study described the quality of work-life and challenges of virtual industry managers who operate from home. It will explore their experiences and challenges when working in a virtual environment. At this stage of research, “quality of work life” is defined as the favorableness of a job environment for the people working in an organization.

2. MATERIAL AND METHODS

In this qualitative research engagement, a multiple case study approach was used A multiple case study approach was the appropriate research design because I wanted to conduct an intensive exploration of a group of people, covering a detailed and in-depth collection of data from multiple sources of information. This design was chosen because it would enable me to do a wider exploration. Through this, I would be able to understand the similarities and differences between the cases being studied and be able to analyze the data in a situation or across different situations. Multiple case study is a method used to explore real-life, contemporary multiple-bounded systems over time by way of detailed, in-depth data collection involving multiple sources of information and reporting a case description and case themes [12]. In addition, the goal of a multiple case study is to understand the similarities and differences between the cases. Moreover, in the case of a multiple case study compared to a single case, the more case studies a scientific article has, the less observation time the writer has studied the case studies. But the more likely that case studies are confident in their representativeness. Maximum variation sampling identifies key dimensions of variations and then finding cases that vary from each other as much as possible. This would result in high-quality, detailed descriptions of each case, which are useful for documenting uniqueness and produce important shared patterns that cut across cases and derive their significance from having emerged out of heterogeneity [13]. Moreover, maximum variation sampling could be utilized to construct a holistic understanding of the phenomenon by synthesizing studies that differ in their study designs on several dimensions. This kind of sampling is right for the stage of analysis because the goal was to find as many key dimensions as possible [14]. The research participants in this study were the five selected home-based managers in different virtual organizations. The participants were identified by case unit. The participants’ case units in this study are as follows: Case Unit 1. Home-Based Manager A,Home-based Manager in Property Management. Home-based Manager A is a 29-year-old male employee and a college graduate. He is a property management manager and has been working in the home-based industry for five years. His job includes daily oversight of residential, commercial, or industrial real estate by a third-party contractor. He takes responsibility for day-to-day repairs and ongoing maintenance, security, and upkeep of properties. For data triangulation, I interviewed the participant’s sister, younger brother, and one of his friends. Case Unit 2. Home-Based Manager B, Home-based Manager in Real Estate. Home-based manager B is a 30- year-old male employee. He is a college graduate. He is a real estate manager and has been employed in the home-based industry for the past five years. His main jobs were to make financial statements, manage the workers who did maintenance, and negotiate contracts with contractors, suppliers, and vendors. For data triangulation, I interviewed the participant’s sister, younger brother, and one of his friends. Case Unit 3. Home-Based Manager C, Home-based Manager in E-Commerce. Home-based manager C is 27 years of age and a female employee who works in the e-commerce industry. She is also in college and has been involved in the e-commerce industry for three years. Her main job is to generate sales via online channels. For data triangulation, I interviewed the participant’s elder sister and one of her friends. Case Unit 4. Home-Based Manager D,Home-based Human Resource Manager. Home-based manager D is a female employee in the general administration sector who is 31 years old and works as a human resource manager. Additionally, she holds a bachelor’s degree and has been working in the corporate industry for seven years. Her main task is recruiting, interviewing, and hiring new employees. She also helps the top executives plan and serves as a link between management and employees. For data triangulation, I interviewed the participant’s sister, younger brother and one of his friends. For data triangulation, I interviewed the participant’s husband and one of her friends. Case Unit 5. Home-Based Manager E, Home-based Manager in Telemarketing. Home-based manager E, on the other hand, is a female employee in the field of marketing who is 32 years old. She is currently a telemarketing manager and works from the comfort of her home. Academically, she is a post-graduate graduate and has been employed in the corporate sector for the past six years. Her main role is to manage a tele sales team within a company. She trains the newer employees, sets sales goals, puts sales strategies into place, keeps an eye on performance, and deals with customer complaints. For data triangulation, I interviewed the participant’s sister, younger brother and one of his friends. As a researcher, I have searched and arranged interview transcripts, observation notes, audio recordings, and other textual materials utilized in the conduct of the study for the purpose of increasing my understanding of the phenomena under study. The processes involved in analyzing the data include transcription, coding, and categorization of data, thematic analysis, and cross-case analysis. In addition, each case was analyzed separately and then explored for patterns of similarity and difference. Transcribing data means converting all the data into textual form. As the researcher, I have the responsibility to check the transcription and read the data many times for accuracy and better understanding. Transcription of recorded data involves writing down the audio, reading the text, making initial notes, and looking over the data to get to know it [15]. In the coding and categorization of data, the data were reduced by eliminating unnecessary statements and expressions from the responses of the participants, but I have made sure that the points were still emphasized. An author [16] cited that coding and categorizing the data are processes that involve reducing the volume of raw information, identifying significant patterns, and lastly, drawing meaning from the data and then establishing a logical chain of evidence. Moreover, a thematic analysis was used as an approach to find out participants’ views, opinions, knowledge, experiences, or values in relation to the research. A rigorous thematic analysis could produce trustworthy and insightful findings. An author [17] defined thematic analysis as a method for identifying, analyzing, and reporting patterns within data. A cross-case analysis was also employed in the study to facilitate the comparison of similarities and differences in events, processes, and experiences in the cases. Through cross-case analysis, it has enabled me as the researcher to delineate the combination of factors that may have contributed to the outcomes of the cases, seek possible explanations for the commonalities and differences between the cases, and arrive at findings that will further articulated the concepts.

3. RESULTS AND DISCUSSION

This study focuses on the personal experiences of home-based virtual business managers in relation to the quality of their work-life.

Table 01: Profile of the Informants in In-depth Interview.

Aside from the profile stated in the table above, each of these five informants has a unique situation in their personal and professional lives. The property management manager is single and the household breadwinner. He is currently employed as a manager by two different organizations. The informant, on the other hand, enjoys playing Mobile Legends and volleyball. The real estate manager is also single and the family’s eldest son. He enjoys traveling, playing the piano, and gaming, like Mobile Legends. The e-commerce manager, on the other hand, is single and the family breadwinner. She enjoys attending parties on her free weekends and loves to play guitar as a hobby. In case of human resources manager, she has a happy marriage and one daughter. She enjoys writing blogs as her hobby. Finally, the telemarketing manager owns a salon and works as a home-based manager for three clients. In her spare time, she enjoys traveling.

Table 02: Quality of Work Life of Home-Based Managers in the Virtual industry

Equitable pay. For this theme, six core ideas were gathered as shown in the table. In some cases, the participant presented more than one statement connected with compensation. Cases A, B, C, D, E had their own stories to tell as to the good compensation they are enjoying with their jobs as home-based managers. In fact, Case B had this to say: Compensation-wise, I earn twice more than what I’m earning in my corporate job before (PO2_CQ1). As a general feature of a home-based employment this is appreciated by almost all of the participants. Eight core ideas were obtained for this particular theme as reflected in Table 2. Some participants articulated lots of advantages in working as a home-based manager as regards flexible working time. They were having sufficient time in bonding with their families and friends. On this regard, Case C gladly remarked: Well, I have the time to spend with my cousin. I have time to spend with my family and when I’m working, I still get to talk to my family or friends online because nobody controls me and I don’t have a time tracker (PO3_CQ1.S6). This theme surfaced from five core ideas, and all of the informants had positive commentaries as regards the comfort they are enjoying in their workplace. All five informants, Cases A, B, C, D, and E, expressed positive feelings about their workplace. Case C demonstrated this by emphasizing: I’m happy that I don’t actually need to rush my time in the office and it also doesn’t cost me time to travel. I’m just really comfortable working at home (PO3_CQ1).

Table 03. Coping Strategies of Home-Based Managers in the Virtual Industry.

The four informants, A, B, C, and D, except E, were enjoying the flexibility of their working time and they had no issues with it. Although E liked the flexibility of working time as a desirable feature in working as a home-based manager, she is struggling with time management because she cannot focus on her job as HMB if she spends time with family and friends, unlike the four HMBs who can do both at the same time. If she is with her family or friends, her job is compromised. She proclaimed: One thing that I hate about this setup is that I get to compromise something so for example when I go out to see my friends or my family, I get to compromise some parts of my job since I have to focus on one thing so when my focus is with my friends or with my family it tends to compromise my job. (PO5_CQ1.S4).

Table 4. Similarities and Differences in Experiences of Home-Based Managers in the Virtual Industry

In relation to a comfortable working environment, the five informants (A, B, C, D, and E) were happy that their home is their workstation. The families of all the homebased managers were also happy because they are always with them. Case D had an outstanding undertaking in relation to a comfortable working environment. Below are some of her answers. But because I am working at home, I can do things simultaneously like working and taking care of my child at the same time (PO4_CQ1.S2). In the context of career satisfaction, all of the informants (A, B, C, D, and E) were very satisfied with their jobs. Case A was a standout among the informants. He discussed that he is satisfied with his job and he can see himself working in the same industry for the next ten or twenty years. He also liked his company because his boss is transparent. Definitely satisfied. I’m very satisfied and I still continue to grow. I am very excited about the next 10 to 20 years because I know this industry will open more doors for me (PO1_CQ1.S3).I am really motivated to work with my company because our CEO is transparent to us (PO1_CQ1.S5). The home-based managers were confronted with different challenges in managing a virtual environment. One of the dilemmas that they faced is internet issues, power outages, and a noisy environment. In relation to modern equipment and gadgets, power generators and internet connectivity back-ups were critical in A and B’s circumstances. As for case E, she did not have a generator because she does not have any issues with power loss. Cases C and D, on the other hand, did not have a backup generator or an internet connection. C performed the actual transaction with clients by covering the agents’ task if experiencing power or internet outages. In the absence of a backup generator D had been conducting pre-work checks to ensure that the work is done correctly. Case D and E managers mentioned the following statements respectively: First, I was quite not used to providing my own tools and equipment. I get anxious about the power outages. But sooner or later I was able to cope with the challenges in the work environment I have right now. I check everything before I start my shift to avoid interruption. (PO4_CQ2.S1).I don’t have issues with power outages and the internet because I have my backup already. At some point, noise is not a problem for me since I invested in a noise cancellation headset (PO5_CQ2). In the context of the application of skills in human behavior in an organization, all five informants (A, B, C, D, and E) similarly viewed that these abilities were deemed important to deal with diverse problems in human resources. Case D was a standout as regards to the application of skills to human behavior in an organization. She expressed the following: In the human resource department, there’s always this conflict between the employer and the employee, yet I make sure to resolve it in a humanitarian way since it’s my job to do so. That is, to bridge them and not to make it confusing for both parties (PO4_CQ2.S2). All five manages (A, B, C, D, & E) have demonstrated the ability to lead others and to solve difficulties related to effective communication, whether it is done orally or in writing. In this case, D made the following pronouncements: I learned that failures are you’re stepping stones and allows me on how to manage a process and implement rules and regulations. Being a manager, I am fortunate to learn how to manage people effectively (PO4_CQ2.S4).  All of the participants value this as an essential takeaway of a home-based job. As stated in the table, five fundamental ideas were generated for this specific theme. All five participants expressed their happiness with working as a home-based manager and their motivation from their respective top management. Similarly, their family was contented and joyful as a result of the independence and work-life balance they have attained. Case A enthusiastically said this: Definitely satisfied. I’m very satisfied and I still continue to grow. I am very excited about the next 10 to 20 years because I know this industry will open more doors for me (PO1_CQ1.S3). I take accountability and responsibility for overcoming those challenges. When there is a problem, I don’t focus on the problem but I’d rather focus on the solution (PO4_CQ2.S5).

DISCUSSION

Following the completion of the data analysis for the first research question, four primary themes came to light. The first important theme that emerged from the experiences of all five home-based managers is equitable pay. Equitable pay refers to being well compensated, earning more than the corporate job before, receiving an annual increase, receiving incentives for good job performance, and receiving financial rewards for a job well done. This specific finding supports the findings of [18] suggesting that employees good pay including job security would make them feel comfortable at the workplace therefore establishing desirable QWL. Managers have been encouraged to work in a home-based setting offering financial incentives such as compensation and other monetary equivalents. The people in these virtual jobs are happier as helped their families. The second significant theme that surfaced is flexible working hours. It means having so much freedom as regards working time, the ability to manage own time, enjoying adaptable time schedule, among many others. This finding is a significant factor that encourages home-based managers to continue doing the work they were already doing. Every single informant emphasized the importance of having a flexible schedule and freedom of choice. In addition, all participants take advantage of it without running into any problem and has appreciated the versatility of their working hours, which has led to an improvement in their ability to schedule their time effectively. In a similar vein, all five HBMs are contented in using their homes as their places of employment; in fact, they are happier along with their because they are constantly present at home. The findings of the study support the views of various authors [19], professing flexibility of work as an advantage. The third essential theme is comfortable work environment, which is emphasized by all five home-based managers in the current alternative working arrangement. According to the participants, it means working at home in a real comfortable situation, dealing with traffic and pollution is not a problem anymore, performing the job even in pajamas, sitting at the desk for long is not a necessity, and having the overwhelming support of the family with this work. These findings bear out the findings of [20], on the comfort and functionality of facilities as important elements of the well-being of employees as against inferior facilities resulting to inferior performance. The said findings also validate the qualitative study of [21] in Norway recognizing that facilities are essential elements that lead to QWL. This specific finding is in parallelism with the findings of [23] articulated that QWL involves sense of purpose, specific purpose orientations, people’s wellness, and career outcomes that satisfies employees. Study results also uphold [24] who stated that provision of various interventions for employee’s career satisfaction is important to QWL. The third significant theme that surfaced is the acknowledgment of the importance of social concern for workers, to overcome the challenges of physical isolation. Meeting socially can satisfy their needs to create an appropriate work environment according to [27]. This statement of the said author runs parallel to the result of this study as far as socialization is concerned. The last significant theme which surfaced is the practical application of leadership abilities. Every HBM possesses the necessary leadership abilities to put leadership skills into practice, with a particular emphasis on being able to communicate effectively, whether orally or in writing. This specific finding is aligned with the study of [28] on women in leadership. The said study posited that QWL as an organizational element helps improve the likelihood of women joining the top management. In this study three women HBMs provided their experiences as leader in their respective organization. All of the five home-based managers (A, B, C, D, & E) faced similar experiences in relation to a comfortable working environment since all of the home- based managers feel comfortable working at home and all of them have overwhelming support from their families for their work. This finding is contextually similar to the results of the study of [29] in Malaysia on organizational culture of academic institutions flexible work arrangements in schools allowing teachers and students alike to experience comfort experienced by the participants of this study. In addition, a comfortable work environment was found in that study address physical and mental stress, improve organizational culture and thus increases work life balance of employees. All home-based managers (A, B, C, D, & E) expressed career satisfaction due to the equal opportunities provided by their employers, their participation in policymaking, and the high degree of transparency in their workplaces. The said finding is analogous to the findings of [30] pointing out that QWL is designed to improve employee satisfaction, strengthen workplace learning and help employees better manage resources. An author [31] also mentioned that QWL programs benefit companies through happier employees, better business results, stability of work, productivity increase, employee retention, among many others. Differences was found on the theme usage of modern equipment or gadgets. The differences refer to the confirmation of their HBMs having a back-up internet specifically from among Cases A, B, and E. In contrast, power outage was pointed out as a reason for the dissimilarity. Case C specifically confirms making physical transactions with clients covering for the tasks of the agents during instances of power outage. Case D pointed out as no generator, no backup, does advance checking prior to one’s work to ensure readiness. Case E has no issue with power and internet and owns noise cancellation headset. The main issue in the dissimilarity has nothing to do with the equipment and the gadget quality. It has something to do with power outage and unavailability of the internet connection that hinders the use of the equipment and gadget. The findings support the study of [32] giving value to facilities especially its functionality and quality. The said study highlighted that the unreasonable facilities led to inferior performance of the workers. The application of human skills on human behavior in organization is present in all of the five home-based managers (A, B, C, D, & E). All managers understand the individual and cultural differences of the people they are handling. They always listen to their employees in resolving problems related to the organization, and they also employ professionalism to mitigate different situations in their workplace. This finding substantiates the results of the study of [33] pointing out that challenges in the workplace abounds, but people have ways to cope with these challenges to deal with them head on. The findings of the study support the theory of spillover by [36], which posits that there is a negative and positive element in the work microsystem and life microsystem. Positive elements in the work microsystem include equitable pay, flexible work arrangement, comfortable work environment, and career satisfaction. Negative elements include power outage and unavailability of internet services, job isolation. Positive elements in the life microsystem include supportive family, autonomy, and comfortable facilities for children. The Spillover Model indicates boundary-less notion in terms of the ‘extension’ of social experiences from the sphere of work to non-work. The positive and negative findings of the study related to work sphere maybe carried unto the non-work sphere vice versa, the positive and negative findings of the non-work may be carried unto the work sphere. As such, theoretically, there is an imperative need for the creation of QWL strategies. In addition, companies in the course of establishing QWL strategies may think of how the positive findings can be sustained and how the negative findings can be put to rest. The findings of the study are also aligned with Self-Determination Theory by [37], which suggests that people are able to become self- determined when their needs for competence, connection, and autonomy are fulfilled. The home-based managers have met the need for competence because all of the managers are skilled enough to work as managers in the virtual industry. All of them have enough technical knowledge and leadership skills to handle their people in the organization. The need for connection has been met by the home- based managers as well, since all of them experienced full support from their families. They have a good sense of belonging to their families and the people they are handling. Lastly, the need for autonomy has also been met since all home- based managers are given full autonomy and freedom to make their own decisions in relation to work.

4. CONCLUSION

The massive increase in virtual industry workers, including managers, sets off several challenges affecting quality of work-life (QWL). The poor level or lack of QWL is associated with higher levels of work-related occupational stress, anxiety and burnout, which lead to lower job performance and induces significant costs for organizations. When the job environment is home-based, there are issues on QWL that cannot be discounted. The issues could cover over-working, where employees spend too much of their time working or thinking about work, but accomplishing too little work, especially if there are distractions at home, isolation, and technical problems The experiences and coping strategies of the five cases were examined using in-depth Interviews. Triangulation of the gathered data was done in each case by interviewing their family members and friends. It was analyzed using thematic analysis resulting to four emergent themes on the quality work-life: equitable pay, flexible work arrangement, comfortable work environment, and career satisfaction. The emergent themes for coping mechanism included the use of modern equipment or gadgets, application on human behavior in organization; recognition of employees’ social concerns; and application of leadership skills. The five cases were generally similar in their declaration of satisfaction on the quality of their work- life. As regards their coping strategies on the challenges of their experiences, three of the five cases adopted some approaches different from the rest of the cases. The QWL of the five virtual home-based managers is generally desirable although they encountered various challenges along the way. In successfully handling the challenges some participants adopted strategies quite different from the other cases which are worthy of appreciation. Conducting multiple case study is not an easy task compared to other qualitative approaches. But the research experience I gained in this undertaking outweighs whatever barriers I encountered in conducting the study. I realized that working from home necessitates the virtue of adaptability not only on the part of the managers but the subordinates as well, otherwise one’s QWL becomes inferior.

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