The Impact of Teleworking on Work Motivation in a U.S. Federal Government Agency

Caillier, James Gerard

doi:10.1177/0275074011409394

Cited by 138 publications

(141 citation statements)

References 42 publications

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“…This is not uncommon for studies using secondary data such as the Federal Human Capital Survey. Because FHCS was not developed by researchers to test theories, but was designed for human capital purposes, the selection of survey questions was limited (Caillier, 2012). Thus, caution is warranted when interpreting the results.…”

Section: Resultsmentioning

confidence: 99%

The Impact of Social Capital on Employees’ Knowledge-Sharing Behavior: An Empirical Analysis of U.S. Federal Agencies

Choi

2015

Public Performance & Management Review

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Section: Resultsmentioning

confidence: 99%

The Impact of Social Capital on Employees’ Knowledge-Sharing Behavior: An Empirical Analysis of U.S. Federal Agencies

Choi

2015

Public Performance & Management Review

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“…Remote workers can feel lonely (Allen et al 2015, Bloom et al 2015, Callier 2012) and less engaged (e.g., Sardeshmukh et al 2012). And as more employees work remotely, there is less face time, reduced potential for work community/relationships in the traditional workplace (Golden 2007, Rockman & Pratt 2015, and reduced knowledge sharing (Golden & Raghuram 2010), although this can be partially offset by good technology support and more face-to-face interactions, especially for new employees (Allen et al 2015).…”

Section: Flexibility In Where Work Is Accomplishedmentioning

confidence: 99%

Alternative Work Arrangements: Two Images of the New World of Work

Spreitzer

Cameron

Garrett

2017

Annu. Rev. Organ. Psychol. Organ. Behav.

509

453

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Alternative work arrangements continue to increase in number and variety. We review the literature on alternative work arrangements published since the most recent major review of nonstandard work by Ashford et al. (2007). We look across the research findings to identify three dimensions of flexibility that undergird alternative work arrangements: (a) flexibility in the employment relationship, (b) flexibility in the scheduling of work, and (c) flexibility in where work is accomplished. We identify two images of the new world of work-one for high-skill workers who choose alternative work arrangements and the other for low-skill workers who struggle to make a living and are beholden to the needs of the organization. We close with future directions for research and practice for tending to the first image and moving away from the second image of the new world of work.

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“…4, 1999. 26 Allen, Golden, and Shockley, 2015. 27 Diane E. Bailey and Nancy B. 28 Mokhtarian and Salomon, 1997;Park, Baer, and Nilles, 1996. 29 Nilles et al, 1976;James G. Caillier Work and Organizational Psychology, Vol. 24, No.…”

Section: Impacts On Employees Benefitsmentioning

confidence: 99%

Understanding Government Telework: An Examination of Research Literature and Practices from Government Agencies

Weinbaum¹,

Triezenberg²,

Meza³

et al. 2018

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Library of Congress Cataloging-in-Publication Data is available for this publication. : 978-1-9774-0047-5 For more information on this publication, visit www.rand.org/t/RR2023 ISBNPublished by the RAND Corporation, Santa Monica, Calif. © Copyright 2018 RAND CorporationR® is a registered trademark.Cover photo: AleksandarNakic, Getty Images.iii PrefaceThe RAND National Defense Research Institute assisted the National Geospatial-Intelligence Agency (NGA) in understanding how its workforce can work in unclassified environments, including outside Sensitive Compartmented Information Facilities (SCIFs). This is the first of two reports from the project, and it examines literature about telework and telework practices from across government agencies. This report will be of interest to government leaders who are currently implementing telework or considering implementing telework. The report identifies technological, legal, policy, financial, and security considerations and examines lessons learned from seven different agencies. RAND selected federal agencies that had telework programs in place, agencies whose employees handle sensitive or classified information, and agencies with data publicly available about these programs. This research was sponsored by the Human Development Directorate at NGA and conducted within the Cyber and Intelligence Policy Center of the RAND National Defense Research Institute, a federally iv Understanding Government Telework funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the Unified Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community. RAND partnered with the Maxwell School of Citizenship and Public Affairs at Syracuse University in conducting the research for this report.For more information on the RAND Cyber and Intelligence Policy Center, see www.rand.org/nsrd/ndri/centers/intel or contact the director (contact information is provided on the webpage). SummaryAcross ...

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The Impact of Teleworking on Work Motivation in a U.S. Federal Government Agency

Cited by 138 publications

References 42 publications

The Impact of Social Capital on Employees’ Knowledge-Sharing Behavior: An Empirical Analysis of U.S. Federal Agencies

The Impact of Social Capital on Employees’ Knowledge-Sharing Behavior: An Empirical Analysis of U.S. Federal Agencies

Alternative Work Arrangements: Two Images of the New World of Work

Understanding Government Telework: An Examination of Research Literature and Practices from Government Agencies

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