One of the main advantages of using mobile work technologies in an organization is that it strengthens communication between employees in general and between mobile workers and customers in particular. As a result of the mobility provided, employees usually receive only a small amount of equipment intended for mobile use. If such a formal registration of time is absent, as in the case of confidential working time, this leads, not least, to an increase in the productivity of employees in the form of a continuous reduction in working time. Companies should constantly monitor such changes in workload. Ultimately, this leads to the risk of an excessive increase in working time if employees try to compensate for the absence in the workplace by performing additional workload. No matter what form or combination of flexible work the company ultimately chooses, it remains important to always provide good working conditions for employees and optimally support their development on the part of the company. We consider work at our own chosen workplace outside the company as a flexible form of mobile work.
Mobile work, in particular, includes a developed culture of trust in the company, in the team and in the relationship between employees and managers. Therefore, mobile work is not limited to work at home, although many employees ultimately prefer to work at home, despite the possibility of choosing a job. This leads to barriers in the provision of mobile work by direct managers and unwillingness to practice this type of work organization. In this context, there is no difference depending on whether work is provided online or offline. On the other hand, however, there is also the possibility of a fear of “recycling”, i.e. Although there is still much talk about telework or the home office, many companies no longer limit the local expansion of their jobs to just the home office. In addition to the classic form of telework (synonyms: remote work, remote work; variety: freelance), mobile work is becoming more common in the modern world. For example, conventional mobile work equipment (smartphone, tablet, laptop, etc.) does not in itself replace an ergonomically correct workplace.
In the field of mobile work, employees can work not only at home, but are free to choose a place of work. Another serious threat to mobile work is the excessive compensation for the lack of operational presence by a large number of hours worked. Mobile work brings more freedom, but also some problems. But what is the feature of mobile work? Increasing the level of local and temporal flexibility in carrying out daily work is the result of digitalization. Especially the theme of a culture of trust should be the focus of attention in the context of increasing flexibility. Fears in the context of digitalization require open social discussion and long-term mutual obligations, including between generations. The psychosocial shifts associated with this change the conditions and possibilities for using technology and social integration in general. The absence of strict restrictions on working time allows for varying lengths and filling of daily working hours; Distribution of the working day with longer breaks is possible. The possible collision of these different needs in terms of flexibility already indicates that flexibility should be differentiated according to its origin and motive. When and where work is done today is no longer a matter of technical constraints, at least outside the manufacturing sector, but rather is determined by operational and staffing needs.
A preliminary study of the prevailing culture in the company and in the team is a critical success factor for implementing flexible forms of work, such as mobile work. The mentioned presence in the company, as well as detailed documented working hours by the employer, such as those that exist during flexible working hours, are evaluation criteria for confirming the work performed. It is important to emphasize that in addition to employees, managers must also adapt to flexible forms of work. Although visibility and presence in the workplace are not really criteria for measuring work efficiency, they are still very important as criteria that are easy to work with, even if they are outdated. If we ignore purely external options, for example, in the form of a sales department or a service business for a client, more or less independent forms of flexible work at the local level remain. Flexibility has several aspects in the modern context of professional activity, with particular emphasis on temporary and local flexibility. However, this local extension of the home office was only the first step in the field of flexible fieldwork.