Comment gérer des télétravailleurs?

Taskin, Laurent; Tremblay, Diane‐Gabrielle

doi:10.3917/riges.351.0088

Cited by 25 publications

(14 citation statements)

References 33 publications

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“…The attraction is particularly important in countries confronted with urban congestion problems (Benchimol, 1994), and time-consuming travels to work, which often translate into work-family balancing problems (Duxbury and Higgins, 2003;Baines and Gelder, 2003). We observe an increase in the practice of telework and mobile working, or work from home, and while some research has been done on the management challenges related to this (Dambrin, 2004;Taskin and Tremblay, 2010) and impacts on role boundaries (Allen et al, 2003), the advantages and disadvantages involved in the choice of telework are not yet well known.…”

Section: Introductionmentioning

confidence: 85%

“…While there has been some research on how to manage teleworkers (Taskin and Tremblay, 2010), and other on the evolution of telework, wondering whether it had failed or was taking on new forms (Bergum, 2007), there has been much less on the benefits and drawbacks of telework for individuals (after the pioneering work of Kurland and Bailey, 1999), which might explain why it is not as developed as had been thought when it started in the 80s, and this issue will be the main question addressed in this article. Telework may of course represent a resource or a constraint, depending on the degree of autonomy of workers and the specific management context (Taskin and Tremblay, 2010;Taskin, 2007a).…”

Section: Benefits and Drawbacks Of Teleworkmentioning

confidence: 99%

“…Telework may of course represent a resource or a constraint, depending on the degree of autonomy of workers and the specific management context (Taskin and Tremblay, 2010;Taskin, 2007a). For example, working from home is sometimes presented as a possible solution to work-family balancing problems or, on the contrary, as a problem in terms of work-life balance because of challenges related to spatialisation (Taskin, 2007b;Halford, 2005;Harris, 2003) as well as blurring of boundaries between working and non-working time (Baines and Gelder, 2003;Duxbury and Higgins, 2003;Felstead and Jewson, 2000;Tremblay, 2002Tremblay, , 2003Tremblay et al, 2006).…”

Section: Benefits and Drawbacks Of Teleworkmentioning

confidence: 99%

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Telework and mobile working: analysis of its benefits and drawbacks

Tremblay¹,

Thomsin²

2012

IJWI

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Telework and mobile work have been the object of much interest, but there has been little research on who practices it and what are the advantages. We evaluated the advantages and disadvantages for individuals in a large multinational in Belgium. In this organisation, telework is called 'mobile work', and includes not only telework at home but also work done at the client's office, in satellite offices, TeleCenters, etc. We observe that the technical possibility to do telework and gender are significantly related to the practice of mobile work, while age is not, contrarily to expectations. Also, while women are often associated with telework, it is men who are relatively more numerous in mobile work. They mention advantages such as less interference by colleagues, a gain in flexibility, personal and professional development, fewer trips and reduced time loss, better organisation of working hours and opportunities for a better allocation of time.

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Section: Introductionmentioning

confidence: 85%

Section: Benefits and Drawbacks Of Teleworkmentioning

confidence: 99%

Section: Benefits and Drawbacks Of Teleworkmentioning

confidence: 99%

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Telework and mobile working: analysis of its benefits and drawbacks

Tremblay¹,

Thomsin²

2012

IJWI

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“…Finally, we show that trust is central in the success of the phenomenon of teleworking from a cultural, social and experiential perspective, highlighting that the ability perceived, benevolence and integrity are also essential (Politis, 2014). Therefore, the e-leaderhip should ideally be coupled with the members’ socialization management and with their employability (Taskin and Tremblay, 2010).…”

Section: Discussionmentioning

confidence: 99%

“You have got a friend”

Ruiller

Heijden

Chédotel³

et al. 2019

TPM

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Purpose As a way to enable employees to work distantly, teleworking has gained a growing interest in companies. At the same time, management challenges regarding the teleworkers’ risk of isolation, coupled with the need to maintain cohesion for the dispersed team, to give an example, are various. How can management practices help to maintain adequate levels of perceived proximity for a dispersed team’s members? The purpose of this paper is to answer this question. Referring to a particular person’s perception of how close or how far another person is, the concept of perceived proximity is mobilized. This Telecom case study is based on 22 interviews with human resources directors, managers and teleworkers. While the results of this study appear to corroborate empirically the theoretical model as proposed by O’Leary et al. (2014), they also propose nuances, highlighting the importance of the interpersonal relationship to expand the perceived proximity and stressing the need for both distant and face-to-face exchanges. They also help to understand which management practices can influence perceived proximity. In particular, they help to understand the role of communication and collective identity and support the importance of the e-leader. Finally, the results highlight two remote management modes that will be discussed elaborately. Design/methodology/approach The authors conducted a single in-depth case study of Telecom as a unique case study; it is useful to analyze new and complex phenomena for which theoretical development is emerging and the consideration of the context is essential (Yin, 2013). In total, 22 interviews were conducted with the human resources directors, managers and teleworkers. Lasting between 40 and 130 min each, the interviews were all fully transcribed and analyzed using an iterative thematic content analysis. The authors first manually analyzed the data on the basis of the social regulation theory to interpret the local and the combined regulation (that is say to how the managers and the teleworkers co-build the rules to work being distant) the telework implied between managers, teleworkers and their co-workers (Authors, 2018). Two emerging codes led the authors to reinterpret the data, compared to the initial interpretative framework. The authors thus transformed the coding and recoded the 22 interviews (Bacharach et al., 2000, p. 713; cited by Gibbert et al. 2010, p. 58) around the objective/subjective working time and information and communication technology (ICT) use and the perceived proximity: shared identity and perceived proximity, and communication and perceived proximity. Findings First, the level of ICT use and the accompanying objective and subjective perceptions with regard to working time are reported and positive perceptions for the employees are determined because of the timing flexibility the ICT determines. Second, the ICT use is presented in relation to the managerial and collegial proximity perceived. Third, the authors discuss the shared identity processes that influence the proximity perceived, followed by the characteristics of the communication process, being the fourth one. As such, the results lead to a valuable input that enables to critically reflect on the e-leader roles, resulting in two emerging management modes seen as a continuum in terms of shared identity: the “e-communicational” mode signals the re-foundation of management in situations of distance based on the personality of the e-leader that influences the team members in terms of communicational and organizational behaviors; and the control management mode that is based upon objectives in a situation of being distant, illustrated by managers who regulate the work made by the distant team in monitoring the objectives without sharing the experience of telework. Research limitations/implications The results corroborate empirically with the theoretical model by Boyer O’Leary et al. (2014), while putting into perspective the complexity to manage the inter-subjectivity that is related to distance. More specifically, the results show that even if the ICT use leads to a new balance regarding time management for teleworkers – increasing their quality of life perceptions, with a better organizational flexibility – that is to say, a “win-win” configuration, the ultimate success of such a configuration depends on sound management practices. In this sense, the authors propose to enrich their model (Figure 3, p. 33). More extensive research will test two new moderating variables. At first, the results put in evidence the core role of e-management (e-communicational vs control), with a potential moderator effect on the relationship between objective distance and shared identification, on the one hand, and communication, on the other hand. Another result is the potential moderator effect of the ICT use on the relationship between perceived proximity and relationship quality. The nuances proposed support some recent studies arguing that distant communication (versus face-to-face) may inhibit geographically distributed team performance without consideration of the way the teams use ICT to ensure their cohesion and performance (Malhotra and Majchrzak, 2014). Practical implications These conclusions result into important management recommendations to support dispersed teams with how to cope with challenges such as the risk of delayed communication, possible misinterpretations, limited information richness and great conflicts (Zuofa and Ochieng, 2017). Originality/value Compared to the unique empirical application of the Boyer O’Leary et al.’s framework (2014), who found no differences existing in terms of proximity perceived with the study of 341 “geographically present” dyads with 341 “geographically distant,” this study’s results show that the construction of the feeling of proximity depends on a fragile balance between virtual and face-to-face exchanges. The authors also highlight the role of an e-leader in this regard and identify and compare two modes of remote management.

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“…Le travail à domicile, que permettent de plus en plus les technologies, fait référence à 1) la liberté de lieu, séparant les télétravailleurs des autres employés de l'organisation, 2) la liberté de temps, et 3) la liberté d'action (Taskin, 2006(Taskin, , 2010. Des auteurs soulignent les avantages suivants pour les télétravailleurs (Enel, 2016;Fonner et Roloff, 2010;Gajendra et Harrison, 2007;Ismail, Hamsa et Mohamed, 2016;Taskin et Tremblay, 2010) : la conciliation travailfamille; le confort du travail à la maison; les gains de temps et d'argent (habillement, repas à l'extérieur, transport); la flexibilité d'horaire et de lieu; la flexibilité dans la façon de travailler; la réduction des interruptions de l'activité professionnelle et les distractions moins importantes. Toutefois, selon Taskin et Tremblay (2010), le télétravail a un effet négatif sur l'identité sociale de l'individu, surtout lorsqu'il lui est imposé.…”

Section: Les Impacts Pour L'employéunclassified