Empirical Essays on Remote Work and Transparency in Performance Management

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This dissertation includes four studies exploring the effects of remote work and transparency in performance management on crucial organizational and societal outcomes. The first study, involving 545 employees, investigates how remote work impacts the work-home interface and satisfaction. The second study focuses on dual-earner couples in Germany, viewing them as interconnected units responding to increased remote work. Together, these studies reveal the varied experiences of remote work; while some employees thrive, others may face heightened work-home conflict, reduced satisfaction, and increased loneliness. The final two studies delve into the contentious issue of performance management transparency. The third study presents a theoretical model of performance feedback transparency, tested through a laboratory experiment, revealing that greater transparency can lead to status concerns and a learning focus, both of which enhance employee task performance. The fourth study addresses the emotional repercussions of miscalibrated pay expectations, a risk of inadequate transparency in performance management. Through three experimental studies, it warns against poorly calibrated bonus payments. Collectively, the studies suggest that while transparency in performance management can be beneficial, effective communication regarding pay and performance is a nuanced challenge.