Strategies for successful telework: how effective employees manage work/home boundaries

Basile, Kelly; Beauregard, T. Alexandra

doi:10.1108/shr-03-2016-0024

Cited by 52 publications

(52 citation statements)

References 4 publications

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“…The presence of work-related materials in visible areas of the home seems to exacerbate this boundary permeability. A study of public sector teleworkers in the UK showed the differential effects of having designated versus common spaces for work and non-work activities (Basile & Beauregard, 2016). Those with designated spaces for work activities seemed better able to disengage from work versus those that utilized shared spaces for work and home activities.…”

Section: Well-being: Work-life Balancementioning

confidence: 99%

Telework

Beauregard¹,

Basile²,

Canonico³

2019

The Cambridge Handbook of Technology and Employee Behavior

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121

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This chapter reviews current research on telework. We first examine the literature on telework and job performance, job attitudes, and professional isolation, before reviewing the outcomes of telework on employee well-being as characterized by stress and work-life balance. We then turn our attention to factors that contribute to a successful telework experience: characteristics of the job, characteristics of the employee, and characteristics of the employee's manager(s). We also identify the key role of technology support in influencing many of the established outcomes of and contributors to telework. Finally, we discuss the gaps in our knowledge of telework's repercussions for employees and organizations. We conclude by identifying the implications of what we do know for theory and practice. To maximize positive outcomes, we recommend evidence-based guidelines for organizations with regard to 1) selecting and preparing employees for telework, and 2) managing their use of this flexible work practice.Flexible work practices refer to mutual arrangements made between employers and employees that vary the hours and location of work, often with the dual aim of improving employees' work-life balance and meeting the organization's needs (Thompson, Payne & Taylor, 2015). Telework is one such arrangement, which involves working away from the office for a portion of the work week while keeping in contact via information and communications technology (ICT) (Allen, Golden & Shockley, 2015). It can be used simultaneously with other flexible work arrangements, such as flexible hours and part-time work. Telework is usually conducted from a location of the employee's choosing (e.g., home) and can thus be differentiated from remote work, which more often takes place at different business units or while travelling for business purposes.One acknowledged difficulty in drawing any firm conclusions about the impact of telework is that studies of this work arrangement appear in numerous disciplinary literatures: management, human resource management, industrial relations, psychology, family studies, sociology, information systems, logistics, and operations, for example. For the purposes of this chapter, which is attempting to identify individual-level factors that facilitate or hinder the telework experience, we will be drawing upon each of these literatures but focusing primarily upon those relevant to interpersonal processes rather than organization-level systems. Outcomes of TeleworkOutcomes of telework manifest themselves in a number of different ways. We will first examine work-related outcomes in the form of job performance, job attitudes, and professional isolation. Following this, we will review the effects of telework on well-being, in the form of stress and work-life balance. 19.

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Section: Well-being: Work-life Balancementioning

confidence: 99%

Telework

Beauregard¹,

Basile²,

Canonico³

2019

The Cambridge Handbook of Technology and Employee Behavior

Self Cite

121

View full text Add to dashboard Cite

show abstract

“…Human resources has an important role to ensure teleworking and prepared work in home environment (Basile & Beauregard, 2016). The Indonesian Administrative and Bureaucratic Reform Ministry (MENPAN-RB) and National Civil Service Agency (BKN) plays important rules in implementing work from home policy.…”

Section: Methodsmentioning

confidence: 99%

Working From Home Policy for Indonesian Civil Servants During Coronavirus Disease Pandemic

Syaefudin¹

2020

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<p>World Health Organization (WHO) has declared Coronavirus disease (COVID-19) as global pandemic. According to 2019 data from the National Civil Service Agency (BKN), Indonesia has more than 4.28 million civil servants across the country. President Joko Widodo has urged everyone to stay at home, (including civil servants) and work from home. Working from home for Indonesian civil servants were new practice. None Art or Government Regulations regulates work from home policy before. Work from home policy implemented during COVID-19 pandemic in a bid to crub virus spreadness. Technology and qualified civil servants need to maintain public services from home. Regulations and Standart Operational Procedures (SOP) of work from home policy need to ensuring public interests and services not interrupted during pandemic period.</p>

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“…Research on the work‐life interface has traditionally been conducted using a positivist approach: work‐life balance is an objective “truth” to be discovered. However, similar to other qualitative studies on the work‐life interface (e.g., Khokher and Beauregard, ; Basile and Beauregard, ), we wished to explore workers' subjective perceptions of how their experience of this interface is impacted by external factors. Believing that meaning is imposed on the world by individuals, our ontological position is subjectivist.…”

Section: Methodsmentioning

confidence: 99%

The Impact of Global Economic Crisis and Austerity on Quality of Working Life and Work‐Life Balance: A Capabilities Perspective

Ayudhya

Prouska

Beauregard

2017

European Management Review

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This paper draws on the capabilities approach as a framework for examining the impact of the global economic crisis and austerity on quality of working life and work-life balance. Our paper focuses on Greece, an extreme case of a country in economic crisis, characterized by a weak institutional basis. We build on the work of Barbara Hobson and colleagues who first applied the capabilities approach to explore work-life balance capabilities. Our study contributes to the development of theory by emphasizing the sense of entitlement concept within the capabilities approach and by proposing a modified conceptual framework that encapsulates the link between capabilities, agency, and the sense of entitlement, where the latter acts as a cognitive 'filter' that enhances or weakens an individual's perception of her/his agency to enact on her/his capabilities. Drawing on the accounts of twenty Greek professional and managerial workers, we illustrate how the crisis and austerity measures have eroded working conditions and thus the sense of entitlement, leading to the weakening of our participants' agency and capabilities to achieve quality of working life and work-life balance.

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Strategies for successful telework: how effective employees manage work/home boundaries

Cited by 52 publications

References 4 publications

Telework

Telework

Working From Home Policy for Indonesian Civil Servants During Coronavirus Disease Pandemic

The Impact of Global Economic Crisis and Austerity on Quality of Working Life and Work‐Life Balance: A Capabilities Perspective

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