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therefore did not require the name of individuals participating. This facilitated without
any intimidation, a free and frank participation from all participants in the study.

2.5 Reliability of the study

The strongest reliability factor is the record number of responses the study received,
and the wide cross section of KIIs, which gives credibility to the study.

The study provided an opportunity not only to the E4–E9 women employees in PSEs
to express their views but it also provided an opportunity to the senior management
and decision makers in the PSEs – comprising both men and women, to share their
views on the WfH arrangement from a company as well as employees’ welfare
perspective.

For SCOPE-ILO, the study revealed the different facets of the WfH arrangement in
PSEs. It also led to recommendations followed by a set of guidelines derived from the
discursive and interactive methods, as the way forward. The guidelines can help
organizations to come up with gender sensitive not necessarily gender neutral policies.
It is hoped that the suggested guidelines besides SCOPE will be taken up by the
network of champions to disseminate within their own organisations, and other PSEs,
for a better and comprehensive WfH policies in India’s PSEs. The SCOPE
Management has also reiterated that it will discuss the study recommendations among
its member PSEs; besides collaborating further with ILO for review, evaluation and
adaptation of WfH in PSEs taking into account prevailing practices in private sector as
well as best global practices.

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References

Cascio, W. F. (2000). Managing a virtual workplace. Academy of Management
Executive, 14 (3);
https://www.researchgate.net/publication/246755382_Managing_A_Virtual_Workplac
e

Costa, K., & Tumagole, B. (2020). A Pragmatic Inquiry into Employee's Lived
Experiences in relation to COVID-19 Lockdown in South Africa;
https://www.researchgate.net/publication/341567108_A_Pragmatic_Inquiry_into_Em
ployee's_Lived_Experiences_in_relation_to_COVID-19_Lockdown_in_South_Africa

Dingel, J. I., and B. Neiman. 2020. “How Many Jobs Can Be Done at Home?” National
Bureau of Economic Research (NBER), Working Paper 26948;
https://www.nber.org/system/files/working_papers/w26948/w26948.pdf

Eddleston, K. A., & Mulki, J. (2017). Toward understanding remote workers’
management of work–family boundaries: The complexity of workplace
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