BACKGROUND: Starting from February 2020, in Italy most organizations have had a forced transition to flexible working practice - called``smart working in emergency"- due to the Covid-19 epidemic outbreak . This allowed to continue work activities and services and contributed to contain the risk of infection in different sectors, particularly in the public administration .
OBJECTIVES: This follow up study focussed on a panel of 187 workers from the Italian Workers' Compensation Authority taking part to a pilot project``Smart Working in INAIL"from January 2019 to December 2019 . The aim was to investigate the effects of work organization on work attitudes, work-life balance and health outcomes before and after the introduction of the smart working .
METHODS: The data were collected at two time points through a web-based questionnaire . The first wave aimed to collect information up to one month before the implementation of the smart working . The second wave aimed to collect information about potential changes occurred after one year of smart working .
RESULTS: This study showed that high demands, low control and low social support might lead to reduced well-being and less satisfaction with work, and have an effect on work engagement and work-life balance . Particularly, improving social support can moderate the negative impact of high strain on well-being, preventing work-life imbalance and risk of isolation .
DISCUSSION: Findings and future perspectives are discussed to support stakeholders in defining policies and practices concerning health and wellbeing at work while preserving productivity, for a successful implementation of smart working in the public administration.