Impact of Distance Communication on Different Motivational Concepts

Abstract

This article should contribute to corporate communication theory by considering the mechanisms of distance communication (telecommuting) between mobile teleworkers and their organisation, as well as the role of a functional communication on both; the factual and relationship level in enhancing employee motivation. Despite its importance for organisations and leaders, there is considerable confusion about effects on motivation, associated with distance communication in the context of mobile telework. This article aims to provide a degree of clarity by identifying, analysing and discussing the main linkages to employee motivation found in general and relevant science literature, as well as scientific publications in common databases, to stimulate and provide directions for future research. Corporate communication and motivation literature, as well as scientific papers in this field has not yet adequately considered this concept. This may be due to confusion regarding to the definition of motivation, and to concerns about overlaps with related constructs such as engagement, organisational commitment, organisational identification or affiliation. This article closes the gap with an appropriate model, mirroring the found main concepts and enhancers of employee motivation as well as the associated communication effort on different "integration levels". The article discusses linkages between motivation and distance communication, which suggest research potential in the field of HR-Management and Organisational Development (OD). The study just as well encourages communicators in telework-teams, to consider effects of communication strategies and tactics. The aim of this analysis is also to inspire responsible person and departments to show up the communication needs of employees in mobile telework. This conceptual article provides an overview of motivation and communication theory literature, aiming to identify the main aspects for motivated employees. It suggests motivation as a hierarchical psychological state on different levels, of how strong employees in mobile telework are linked to and integrated into their organisation, against the background of distance communication.

Nepali IT Employees’ Perception towards Telecommuting: A Qualitative Study

“…However, in the context of Nepal, participants also pointed out that telecommuting will worsen the communication with their team members which is in alignment with the argument of Golden and Veiga (2005), due to the lack of face-to-face communication, regular supervision, and constant interaction, those who are practicing telecommuting might feel isolated and maybe frustrated which might result in job dissatisfaction rather than job satisfaction. This is further supported by Hager (2017) arguing that due to telecommuting, there will be lesser communication and interaction among the team members, which may result in lesser teamwork in an organization, which in turn may affect the overall productivity of the organization. Furthermore, respondents point out that it is too technology-dependent and not suitable for Nepali working culture and Nepali society as there might be much more disturbance by family members and relatives at home.…”

Nepali IT Employees’ Perception towards Telecommuting: A Qualitative Study

“…However, in the context of Nepal, participants also pointed out that telecommuting will worsen the communication with their team members which is in alignment with the argument of Golden and Veiga (2005), due to the lack of face-to-face communication, regular supervision, and constant interaction, those who are practicing telecommuting might feel isolated and maybe frustrated which might result in job dissatisfaction rather than job satisfaction. This is further supported by Hager (2017) arguing that due to telecommuting, there will be lesser communication and interaction among the team members, which may result in lesser teamwork in an organization, which in turn may affect the overall productivity of the organization. Furthermore, respondents point out that it is too technology-dependent and not suitable for Nepali working culture and Nepali society as there might be much more disturbance by family members and relatives at home.…”