The effects of telecommuting on productivity: An experimental examination. The role of dull and creative tasks

Dutcher, E. Glenn

doi:10.1016/j.jebo.2012.04.009

Cited by 179 publications

(174 citation statements)

References 15 publications

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“…The dull task was typing random sets of letters and numbers, mimicking a data-entry job. The creative task was "coming up with unusual uses for common objects" ( [7], p. 360), mimicking a job with non-routine tasks. The test subjects engaged in their tasks inside the laboratory and outside the laboratory (representing working from home).…”

Section: Performance Effects Of Working-time Autonomymentioning

confidence: 99%

“…The decline was driven largely by low-performing workers and individuals who were not interested in job autonomy. Consequently, working-time autonomy appears to be crucial to being productive in creative tasks, while peer effects seem to be important to being productive in low-level tasks-effects that are usually missing in working-from-home environments [7].…”

Section: Performance Effects Of Working-time Autonomymentioning

confidence: 99%

“…Finally, a common feature of the empirical studies discussed in this paper is the noticeable effort devoted to identifying causal effects, whether through randomized field or laboratory experiments [4], [7], [8], [10], or through analyses of representative, large-scale survey data [2], [3], [6], [11]. Experimental studies are beneficial, because randomization excludes potential selection biases.…”

Section: Limitations and Gapsmentioning

confidence: 99%

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Working-time autonomy as a management practice

Beckmann¹

2015

izawol

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte.

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Section: Performance Effects Of Working-time Autonomymentioning

confidence: 99%

Section: Performance Effects Of Working-time Autonomymentioning

confidence: 99%

Section: Limitations and Gapsmentioning

confidence: 99%

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Working-time autonomy as a management practice

Beckmann¹

2015

izawol

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“…Surprisingly, when comparing the output in the individual rounds to the team rounds, we found no evidence of free-riding in teams. At the individual level, we …nd that as in Dutcher (2012), the main e¤ects come from males. The output of male telecommuters is more variable and there is a (slight) increase in output of the lab subjects when they are paired with fewer telecommuters.…”

Section: Resultsmentioning

confidence: 84%

“…Two recent studies by Dutcher (2012) and Bloom et al (2012) help shed light on individual productivity di¤erences for telecommuters, but to our knowledge there exists no direct empirical evidence for the impact of telecommuting policies on team productivity. Arguably, the examination of telecommuting policies on team productivity should be of utmost importance given the prevalence of team usage in the workplace (Milliken and Martins, 1996) and the well-known incentives for shirking under team production (Alchian and Demsetz, 1972;Holmström, 1982).…”

Section: Introductionmentioning

confidence: 99%

Does Team Telecommuting Affect Productivity? An Experiment

Dutcher

Saral

2012

SSRN Journal

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Telecommuting policies have been increasingly adopted by employers. The bene…ts of telecommuting from the employer's perspective include direct cost-saving from not having to house employees in an o¢ ce and indirect cost-saving through reduced turnover associated with increased employee satisfaction. The downside is the perceived opportunity for shirking outside of the traditional workplace, a problem which is potentially exacerbated if employees are placed into telecommuting teams. Using a controlled experiment which randomly assigned subjects to participate in the laboratory (non-telecommuters) or to participate online in a location of their choice (telecommuters), we directly test whether telecommuters are more likely to free ride when in teams and whether or not the locational composition of the team in ‡uences this outcome. We …nd no evidence of free-riding in teams for either telecommuters or non-telecommuters. We also …nd that variation in output when a worker is paired in a traditional team versus a telecommuting team can be attributed to the beliefs subjects have about their teammates productivity. The last result leads directly to policy implications for managers. JEL Codes: J21 J24 J28 C90

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Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Spiegelaere

Gyes

Hootegem

2016

Hum Ftrs & Erg Mfg Svc

120

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Job autonomy is a key enabling factor for employee engagement and innovative employee behavior. Although job autonomy used to be viewed as a multi‐dimensional construct, there has been little recent discussion on the different dimensions of job autonomy and how they relate to employee outcomes. This study uses a sample of 927 employees from different sectors to research the relation between autonomy regarding the (1) work method, (2) work scheduling, (3) work time and (4) place of work and two main employee outcomes: work engagement (WE) and innovative work behavior (IWB). The results show that all studied dimensions of autonomy are bivariatly related to higher levels of WE and IWB. Yet, when simultaneously analyzing the dimensions of job autonomy using structural equations modelling, most of the effects become insignificant. For WE, only the effect of work method autonomy is statistically significant. For IWB, work method and locational autonomy play a positive role. This signals that the current managerial attention for, e.g., work time autonomy (flexitime) does only contribute to enhanced work engagement and IWB insofar as such a systems result in higher work method autonomy.

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The effects of telecommuting on productivity: An experimental examination. The role of dull and creative tasks

Cited by 179 publications

References 15 publications

Working-time autonomy as a management practice

Working-time autonomy as a management practice

Does Team Telecommuting Affect Productivity? An Experiment

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

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