Empirically testing the benefits, problems, and success factors for telecommuting programmes

Abstract

The benefits of telecommuting have been recognised by government and business organizations throughout the world. As companies implement their telecommuting programmes many problems are encountered which require management attention. For organizations contemplating the implementation of such programmes it has become exceedingly important to know what can be done to improve the likelihood that the many potential benefits will be derived and that the many possible problems are reduced or eliminated. What organizations should do to accomplish this was the quest for this study. The voluminous literature is mostly comprised of anecdotal evidence, personal opinions, or experience based on a single organization. A thorough survey of the relevant literature was undertaken to exhaustively identify the many potential benefits, problems, and the proposed success factors for telecommuting programmes in practice. Using the benefits derived from telecommuting programmes and their impact on company performance as the measures of programme success, six main success factors were empirically tested with a sample of 316 telecommuters from eighteen companies. The results corroborate at least partially the importance of carefully considering the characteristics of supervisors, employees, tasks, and work environments, as well as management support and problems encountered, for the success of telecommuting programmes.

Media Richness, Communication Apprehension and Participation in Group Videoconferencing

“…It is the attitude of users that provides the strongest indicator of system effectiveness and success (Guimaraes & Dallow, 1999;Webster & Trevino, 1995;Zmud, 1979).…”

Telecommuting academics within an open distance education environment of South Africa: More content, productive, and healthy?

“…family-work role conflicts (Ng, 2006) Lower perceived personal growth and career advancement (Ng, 2006) Lower collegiality and sense of belonging (Ng, 2006) Inadequate work environment at home (Ng, 2006) Occupational and health issues (Ng, 2006) Costs of running the home office (Ng, 2006) Feeling of isolation (Ng, 2006;Chapman, Sheehy, Heywood, Dooley & Collins, 1995;Fitzer, 1997;Guimaraes & Dallow, 1999;Huws, 1984, Johnson, 1997Katz, 1987;Kinsman, 1987;Olson, 1988;Reinsch, 1997;Solomon & Templer, 1993) Reduction in chances of promotion (Chapman et al, 1995;DeSanctis,Exhibit 2…”

Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

“…When taking a sabbatical, employees usually have a high autonomy in determining its content, location and timing. Based on the COR theory, sabbaticals allow the acquisition of other kind of resources like improved vigor (Hobfoll 1989;Zahorski 1994), which can be reallocated to private activities, projects or family needs (Guimaraes and Dallow 1999;Duxbury et al 1998). Reallocated resources increase job and life fulfillment (Bailey and Kurland 2002), which increases stress resistance capacity (Hobfoll 1989).…”