Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Abstract

Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional "brick-and-mortar" workforces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leadership, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communication, to examine their importance and relevancy in virtual team's effectiveness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research employed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecommuting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. expressiveness, attentiveness, efficacy, knowledge, motivation. The target population was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of service. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leadership can engage in telecommuting knowledge workers to increase and maximize productivity.

Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

“…Moreover, Catteeuw et al (2007) found engaging employees increased the employees' innovation, creativity, and focus on their work. Tate et al (2019) established attentiveness, expressiveness, and motivation as significant predictors of engagement. Lartey (2021) identified career planning, employee autonomy, and manager recognition as drivers of engagement in small and medium size businesses.…”

“…The authors noted by understanding the relationship between personality traits, the employee attitudes, and behaviors likely enables managers to accomplish a better fit between employees and their job. When considering increasing employee engagement or creating teleworking opportunities, Tate et al (2019) suggested emotional analysis approaches to gain a profound understanding of the employee's motivation. In fact, Saks (2006) found that employees differ in their levels of job engagement and organization engagement, as well as the predictors and consequences of each kind of engagement.…”

Enterprise Social Media (ESM) Use and Employee Belongingness in US Corporations

“…This factor also included a variable from work related activities, WR_CHAT, answering the question: "I chat with others while at work." Such inclusion is supported by literature as it suggests the existence of direct communication with others when an employee feels the sense of engagement and trust [39]. Finally, the fourth factor was labelled DISENGAGEMENT because all its questions measured the sense of a negative view of the work environment or negative work performance.…”

Indicators of Computer-Mediated Communication Affecting Remote Employee Engagement

“…The impact has much to say and do with the engagement of the remote knowledge worker in ways yet to be fully understood. What we do know is that the use of computer-mediated communications is gradually changing the social and relational aspects of today's work as well as the engagement of the knowledge workers (Tate, Lartey, & Randall, 2019). What we do not know is just how impactful the changes are in terms of their effect on individual and organizational success, and what can be done to mitigate and/or enhance worker and organizational outcomes.…”

“…The questionnaire included the Ultrecht Work Engagement Scale (UWES-9), a validated instrument for measuring employee engagement created bySchaufeli, Bakker, and Salanova (2006). The computermediated communication indicators were identified from the CMC competency scale created bySpitzberg (2006) based on the previous study and recommendation byTate et al (2019). The three selected indicators came from the main factors identified to drive engagement, namely attentiveness, expressiveness, and motivation.…”