The rise of remote work and its enduring appeal have ignited passionate debates across various industries, particularly in the post-pandemic world. Companies like Amazon have been central to this conversation, as their return-to-office (RTO) policies, which require employees to come into the office five days a week instead of three, have faced swift and overwhelming resistance. According to a poll of 2,585 Amazon professionals conducted in September 2024, a staggering 91% of employees were dissatisfied with the new policy, with 73% contemplating quitting because of it. Amazon is not alone in its struggle to get employees back to the office; other corporate giants such as Dell Technologies, JPMorgan Chase, and Starbucks have also faced significant backlash for their RTO mandates, revealing a broader issue within the workplace. This situation highlights not only the friction between employers and employees but also the deeper problem of broken psychological contracts and the misalignment of expectations regarding fairness in the workplace.
The Breakdown of Psychological Contracts
At the core of the debate over RTO policies lies a growing divergence between employers’ and employees’ perceptions of fairness. To understand this issue, it is essential to first grasp the concept of a psychological contract. The psychological contract is an unspoken, often tacit understanding between an employer and an employee about their mutual expectations and obligations. According to scholars like Denise Rousseau of Carnegie Mellon University, these contracts are based on trust, and trust is built on the belief that actions on one side will be reciprocated by actions on the other. When this trust is violated or eroded, it is difficult to restore the relationship.
In the context of RTO policies, many employees who had rearranged their personal lives and embraced the flexibility of remote work during the pandemic now feel betrayed when companies like Amazon announce mandatory office attendance. The rationale for RTO policies—promoting collaboration, strengthening company culture, and enhancing creativity—is often dismissed by employees as insufficient when they perceive the new terms as an infringement on the flexibility they had come to expect. These employees had invested time, energy, and personal resources to adapt to remote work and now view the shift back to the office as a breach of the psychological contract.
On the other hand, employers may view RTO policies as necessary for fostering a stronger culture, enhancing collaboration, and driving innovation. While these arguments are valid, they miss the mark in addressing the emotional and relational aspects of the employee-employer relationship. The key issue is not whether in-person collaboration can lead to greater creativity or productivity but rather the breakdown of the implicit trust between employees and their employers regarding fairness and respect for individual needs.
The Ethics of Justice vs. The Ethics of Care
The central question here is: what does it mean to be fair in the modern workplace? For many employers, fairness is rooted in the ethics of justice, which emphasizes abstract, universal principles of fairness that apply to all employees equally. This approach assumes that a “one-size-fits-all” policy can be established to satisfy everyone, such as setting a uniform rule for the number of days an employee must work in the office. In the case of Amazon, the company’s RTO policy is an example of this type of fairness, where a rigid, standardized rule has been applied across the board.
However, employees increasingly view fairness in terms of relational and contextual factors, which aligns more closely with the ethics of care. The ethics of care, initially developed by developmental psychologist Carol Gilligan, is grounded in the belief that ethical decisions should be based on relationships and personalized needs, rather than abstract principles. According to the ethics of care, fairness is not about applying a universal rule but about understanding and responding to the unique needs and circumstances of each individual.
In the case of remote work, this means recognizing that employees’ preferences and needs vary greatly. Some may thrive in a remote work environment, while others may feel disconnected and unproductive. The key challenge for employers, then, is to move away from rigid, one-size-fits-all policies and adopt a more flexible, individualized approach that takes into account the unique circumstances and preferences of each employee.
The Shifting Nature of the Employee-Employer Relationship
The pandemic marked a significant shift in the nature of the employee-employer relationship. Before COVID-19, many employees expected stability in exchange for loyalty, and the concept of a “job for life” was still prevalent in many industries. However, the events of the past few years have disrupted this traditional contract. The pandemic demonstrated that work could be done remotely, often with increased productivity, which challenged the conventional wisdom that physical presence in the office was necessary for effective work.
As employees realized that remote work could offer them greater flexibility and work-life balance, many began to question why they should be forced to return to the office if they were still able to meet performance expectations. This shift is reflected in changing attitudes toward work. Employees are no longer just looking for a paycheck; they are seeking a deeper sense of purpose, meaning, and care from their employers. They want to feel that their individual needs are being considered and that their work is meaningful and valued.
For employers, this shift has created a dilemma. How can companies maintain productivity and innovation while also meeting employees’ evolving expectations? The answer may lie in adopting a more relational approach to management, one that is rooted in the ethics of care. This approach recognizes that employees are not just resources to be managed but individuals with unique needs, preferences, and aspirations.
The Care Lens: A New Approach to Management
The ethics of care provides a framework for rethinking management practices and organizational policies. At its core, the ethics of care emphasizes the importance of relationships, context, and empathy. In the workplace, this means that leaders must be attuned to the emotional and relational needs of their employees and respond to those needs in a way that shows care and consideration.
Research on the ethics of care suggests that organizations should ask three critical questions when making decisions about policies like RTO: What is right? What works? What matters? These questions encourage managers to move beyond abstract principles of fairness and consider the specific needs and circumstances of their employees.
Carlos Mendes Gonçalves, CEO of Casa Mendes Gonçalves (CMG), provides an example of how a care-based approach can be implemented in practice. In response to the challenges of RTO, Gonçalves took a flexible approach to hybrid work, recognizing that factory workers had different needs from office workers. While the factory workers could not benefit from hybrid work, Gonçalves implemented a four-day workweek for them to improve their well-being. This decision was based on a genuine concern for employees’ health and happiness, and it was accompanied by a pilot program to assess the impact of the new schedule. This personalized approach not only addressed the immediate needs of employees but also demonstrated a long-term commitment to their well-being.
Similarly, at Dell Technologies, a manager showed care for her remote team by acknowledging that their work schedules were based on different time zones and offering them flexibility within the company’s rigid policies. This allowed the team to maintain a sense of agency and control over their work arrangements, which in turn fostered greater engagement and trust.
Creating a Culture of Care
Adopting the ethics of care within an organization requires a fundamental shift in how policies are designed and implemented. Rather than relying on top-down mandates, organizations need to create a culture where care is embedded in the decision-making process at all levels. This involves cultivating relational proximity, being transparent about decision-making, and demonstrating attentiveness to individual needs.
Relational Proximity
Relational proximity refers to the emotional and interpersonal closeness that fosters trust, empathy, and care. In a traditional office environment, this proximity is often created through face-to-face interactions, where nonverbal cues and spontaneous conversations allow for deeper connections between colleagues. However, in a hybrid or remote work environment, this relational proximity can be more challenging to achieve.
To maintain relational proximity in a remote or hybrid setting, companies can encourage informal interactions, such as virtual coffee breaks or casual check-ins, to foster a sense of connection among employees. Managers should also make an effort to regularly check in with their team members, not just to discuss work but also to show concern for their well-being. These small but meaningful interactions help create a culture of care, where employees feel valued as individuals.
Transparent Principles
Transparency is essential for building trust and maintaining fairness in the workplace. Employees need to understand the rationale behind decisions, especially when those decisions affect their daily work lives. Rather than imposing rigid rules without explanation, companies should clearly communicate the reasoning behind policies and be open to feedback and adjustments.
For example, one consultancy firm adopted a hybrid model that required new graduates to work fully on-site for their first six months. While this policy might seem strict, it was explained to new hires upfront, along with the rationale for the decision. By being transparent about the expectations and reasoning behind the policy, the company was able to manage employee expectations and reduce the likelihood of frustration or resentment.
Attentive Adaptability
Finally, organizations must be attentive to the unique circumstances and needs of their employees. This requires managers to be flexible and adaptable, recognizing that a one-size-fits-all approach will not work in today’s diverse workplace. Employees may have different personal situations—such as caregiving responsibilities, health concerns, or commuting challenges—that require accommodations or exceptions to standard policies.
By being attentive to these individual needs, managers can create a work environment that shows genuine care and consideration for their employees. This might mean allowing for flexible hours, offering additional support for remote workers, or providing mental health resources to help employees cope with the challenges of the modern workplace.
Conclusion
The growing divide between employers and employees regarding RTO policies reflects a deeper issue in the workplace: a breakdown in the psychological contract between the two parties. As the world of work continues to evolve, companies must move away from rigid, one-size-fits-all policies and adopt a more flexible, individualized approach that considers the unique needs and preferences of their employees.
Related topics:
