No abstract

A substantial number of federal employees have been teleworking due to its perceived benefits—time and location flexibility and better balance between family and work. Yet, managing teleworkers in public organizations can be challenging due to the added expenses associated with monitoring remote workers. Also, the unforeseen drawbacks of remote work may decrease teleworker satisfaction with telework programs. Drawing on insights from the political economy of hierarchy and institution theories, this study examines whether leadership commitment to telework and performance-oriented culture matter for federal teleworker satisfaction with telework programs. It examines two-year datasets of the 2008 and 2015 Federal Employee Viewpoint Surveys. The findings show that leadership commitment to telework, performance-oriented culture, and the enactment of the 2010 Telework Enhancement Act all play significant roles in enhancing federal teleworker satisfaction with telework programs.

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This study examines what factors influence a local government's decision to permit its employees to telework. Drawing on insights from contingency theory, this study investigates how external forces influence California local governments' decisions regarding whether or not to permit telework for their employees. To examine this question, this article uses the 2010 International City/County Management Association survey data and the 2009 American Communities Survey by the U.S. Census Bureau as its primary data sources. The findings show that various contextual factors such as municipal climate protection efforts, citizen participation, population diversity, political institutions, and support from state legislators play a significant role in a city government's decision to permit telework for city employees.