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Related Concept Videos

Virtual Work01:20

Virtual Work

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The principle of virtual work states that if a body is in static and dynamic equilibrium, then the sum of all the virtual work done by all external forces and couple moments for any given virtual displacement must be zero.
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As a system undergoes a change, its internal energy can change, and energy can be transferred from the system to the surroundings, or from the surroundings to the system.
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Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated,...
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Principle of Virtual Work: Problem Solving01:13

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The principle of virtual work is an essential concept in the field of mechanics and engineering. This is used to solve problems related to the equilibrium of a structure or system. It is based on the assumption that if a system is in equilibrium, the work done by all the forces during a virtual displacement is zero. This principle is applied by considering virtual displacements of the system and the corresponding work done by internal and external forces.
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Trends in nursing are multifactorial and associated with changes in society, within the nursing profession, and in other professions. Notably, telehealth and remote nursing contribute to successful healthcare delivery for numerous patients and help reduce stress for nurses due to nursing shortages. Nurses can reach patients, monitor their conditions, and interact with them using computers, audio, visual accessories, and telephones—for example, remote patient monitoring systems. Likewise,...
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The workability of concrete is a critical characteristic that influences the ease of mixing, handling, and finishing the concrete. It is affected by several factors including water content, aggregate properties, and admixtures like air entrainment. Water plays a fundamental role as it lubricates the concrete mix, facilitating easier movement and placement. However, the water requirement varies depending on the texture and shape of aggregates. Finer particles and angular, rough-textured...
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Related Experiment Video

Updated: Apr 26, 2026

A Networked Desktop Virtual Reality Setup for Decision Science and Navigation Experiments with Multiple Participants
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Blended working: for whom it may (not) work.

Nico W Van Yperen1, Eric F Rietzschel1, Kiki M M De Jonge1

  • 1Department of Psychology, University of Groningen, Groningen, The Netherlands.

Plos One
|July 18, 2014
PubMed
Summary

Blended working, combining on-site and off-site work, enhances job effectiveness when it aligns with an individual's psychological needs. Autonomy boosts effectiveness, while needs for relatedness and structure may hinder it.

Area of Science:

  • Organizational Psychology
  • Human Resources Management
  • Sociology of Work

Background:

  • Blended working, integrating on-site and remote work, is a growing trend.
  • It aims to optimize outcomes for both employees and organizations.
  • Technological advancements in ICT facilitate blended working arrangements.

Purpose of the Study:

  • To investigate how time- and location-independent working features impact employee functioning.
  • To determine the conditions under which blended working is most effective.
  • To explore the role of psychological needs in the perceived effectiveness of blended working.

Main Methods:

  • Survey research conducted on a diverse sample of 348 workers.
  • Analysis of perceived personal effectiveness of blended working features.

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  • Examination of the relationship between blended working and psychological need strength (autonomy, relatedness, structure).

    • Main Results:

    • The effectiveness of blended working is contingent on individual psychological need strength.
    • Time- and location-independent working positively correlate with the need for autonomy.
    • These working arrangements negatively correlate with the need for relatedness and structure.

    Conclusions:

    • Blended working's success is not universal and depends on individual psychological profiles.
    • Employees with a high need for autonomy benefit most from flexible working arrangements.
    • Individuals with strong needs for relatedness or structure may find blended working less effective.