A Within-Person Examination of the Effects of Telework

Vega, Ronald P.; Anderson, Amanda J.; Kaplan, Seth A.

doi:10.1037/e518332013-663

Cited by 11 publications

(18 citation statements)

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“…Second, since achievement is highly valued, the room for self-determination and proactive work behavior may particularly motivate workers who strive for achievement in their work (Golden & Veiga, 2008;Wheatby, 2012). Third, teleworking may lead to more learning possibilities and more stimulation by the work activities, which may particularly attract and motivate novelty seeking workers (Vega, Anderson, & Kaplan, 2015). Fourth, the increase in job autonomy and task broadening and deepening also motivates employees as it relates to the value of self-direction (Gajendran & Harrison, 2007;Sardeshmukh, 2012).…”

Section: Individualism and Collectivism Values Clustersmentioning

confidence: 99%

‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

Peters

Ligthart

Bardoel

et al. 2016

The International Journal of Human Resource Management

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This study investigates how nation-level cultural values ('individualism' and 'collectivism') and intra-organizational task control mechanisms influence the level of organizations' use of formal telework practices. Employing a multi-level analysis on survey data (2009/10), including 1577 organizations within 18 nations, we found that 'high use of formal telework practices in organizations' was more likely when:(1) organizations operated in nations characterized by strong national values; and when they employed (2) 'hard' indirect controls (i.e. individual performance-related pay and 360º performance-evaluations). High telework use was less likely when organizations employed direct controls (i.e. higher proportions of managers) and 'soft' indirect controls (i.e. higher proportions of professionals). 'Low use of formal telework practices' was more likely when organizations employed 'soft' indirect controls. Our findings suggest that national cultural values can function as 'soft' indirect controls to mitigate the 'telework risk' of high levels of telework practices. Internal 'soft' task controls only sufficed for managing low levels of telework practices. We discuss the smart and dark sides of telework and how these relate to the management of telework practice. Implications for future telework research and practices are discussed.

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Section: Individualism and Collectivism Values Clustersmentioning

confidence: 99%

‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

Peters

Ligthart

Bardoel

et al. 2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…A vállalkozások vezetői napjainkban már kezdik elhinni, hogy a szervezeti teljesítmény elsősorban nem a jelenléttől, hanem a professzionális munkától függ (Lazar et al, 2010). Sőt, a távmunka egyenesen javítja az egyéni teljesítményt, nagyobb munkahelyi elégedettséget okoz és hozzájárul a kreativitás fejlesztéséhez (Vega et al, 2015;Vesala -Tuomivaara, 2015). Mások szerint a távmunka kifejezetten a szakmai elszigetelődéshez vezet, mivel leépíti az interperszonális kapcsolatokat, melyek nélkül kivitelezhetetlenné válik a sikeres mentorálás, illetve megnehezíti az informális tanulás folyamatát (Cooper -Kurland, 2002).…”

Section: Megváltozó Munkavégzési Szokásokunclassified

Az alkalmazotti elkötelezettség relatív fontossága a munka megváltozó világában

Krajcsák¹

2016

Veztud

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“…Earlier studies found that teleworkers report an increased productivity (Bailey and Kurland, 2002;Vega et al, 2014). However, a large share of the people reported an increased number of working hours (Bailey and Kurland, 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Studies in the field of organisational economics and psychology have further developed the effects of teleworking on working hours and job satisfaction. Vega et al (2014) in a within-person study based on five consecutive working days found that employees, while they telework, are more likely to report higher levels of job satisfaction and performance. Previous studies also explored the inclination to opt teleworking, including the paper by Baruch et al (2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Flexible Employment Arrangements and Workplace Performance in Great Britain

Giovanis

2017

Preprint

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Abstract:There is an increasing concern on the quality of jobs and productivity witnessed in the flexible employment arrangements. The aim of this study is to examine the relationship between various employment arrangements and the workplace performance. Home-based working-teleworking, flexible timing and compressed hours are the main employment types examined using the Workplace Employee Relations Survey (WERS) in years 2004 and 2011. The workplace performance is measured by two outcomes-the financial performance and labour productivity. First, the determinants of those flexible employment types are explored. Second, the ordinary least squares (OLS) method is followed. Third, an instrumental variable (IV) approach is applied to account for plausible endogeneity and to estimate the causal effects. The findings reveal a significant and positive relationship between these types of flexible employment arrangements and the workplace performance. Education, age, wage, quality of relations between managersemployees, years of experience, the area of the market the workplace is operated and the competition are significant factors and are positively associated with the propensity of the flexible employment arrangements implementation. This can have various profound policy implications for employees, employers and the society overall, including family-work balance, coping with family demands, improving the firm performance, reducing traffic congestion and stress among others. It is the first study that explores the relationship between flexible employment types and workplace performance using an IV approach. This allows us to estimate the causal effects of flexible employment types and the possible associated social implications.

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A Within-Person Examination of the Effects of Telework

Cited by 11 publications

References 0 publications

‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

Az alkalmazotti elkötelezettség relatív fontossága a munka megváltozó világában

Flexible Employment Arrangements and Workplace Performance in Great Britain

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