Core Practices for Managing Virtual Employees in Public Organizations

Maher, Aya; Bedawy, Randa El

doi:10.15341/jbe(2155-7950)/01.06.2015/011

Cited by 5 publications

(6 citation statements)

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“…For example, convincing employers and employees about the benefits of remote working practices, government rules, IT courses and remote (online) classes in Universities as the solutions to overcome the challenges in implementing remote working practices have not been examined in the previous literature. Nevertheless, training as a solution in implementing remote working practices in the previous studies conducted by (Maher & Bedawy, 2015;Hope, 2020;Larson et al, 2020). Furthermore, the study also finds financial incentives as effective in implementing remote working practices that are consistent with results of the studies conducted by (Robèrt & Börjesson, 2006;Nickson, & Siddons, 2012).…”

Section: Discussionmentioning

confidence: 99%

Remote working challenges and solutions: insights from SMEs in Bangladesh during the COVID-19 pandemic

Islam

Igwe

Rahman

et al. 2021

IJQI

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The impact of global COVID-19 pandemic, both in health and economic terms is becoming clearer. This article critically explores the challenges in implementing remote working practices in small and medium enterprises (SMEs) and the solutions during the COVID-19 pandemic lockdown in Bangladesh. Based on the qualitative approach, interviewing 14 participants from SME owners, consultants, government officials and professors, we found several challenges such as financial constraints, bureaucracy, lack of knowledge and interest, communication problem, high employee turnover and difficulty to find trustworthy employee implementing remote working practices. The study also advanced some solutions such as convincing the benefits of remote working practices, government rules, financial incentives, training and IT courses and remote (online) classes in universities in implementing remote working practices in the SMEs not only during COVID-19 pandemic but also for the long-term. These have several implications regarding SMEs performances and workers benefits.

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Section: Discussionmentioning

confidence: 99%

Remote working challenges and solutions: insights from SMEs in Bangladesh during the COVID-19 pandemic

Islam

Igwe

Rahman

et al. 2021

IJQI

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“…Going further, Wang and Haggerty (2011) categorized the construct of virtual competency into the dimensions of virtual self-efficacy, virtual media skills and virtual social skills and argued that KSAs are determined by the measurement of these dimensions. Researchers have concluded that levels of virtual self-efficacy, virtual media skills and virtual social skills may be indicative of how well a virtual worker is motivated, adapts to isolating environments and experiences long-term employee satisfaction (Busch et al, 2011;Greer & Payne, 2014;Maher & Bedawy, 2015;Wang & Haggerty, 2011).…”

Section: Individual Virtual Competencies and Competitive Advantage Of...mentioning

confidence: 99%

“…For the individual worker, the perception of autonomy has been related to employee satisfaction while the perception of working in an isolated environment has been linked to a heightened sense of disconnectedness and loneliness (Bartel et al, 2012;Greenhaus & Kossek, 2014;Naqvi et al, 2013). As work is a personal experience, researchers have suggested that more studies could be conducted at the individual level to better understand how virtual workplace isolation affects the employee satisfaction and work outcomes of virtual workers (Allen et al, 2015;Bartel et al, 2012;Belle et al, 2015;Davis & Cates, 2013;Greer & Payne, 2014;Maher & Bedawy, 2015;Moriarty, 2014;Smith, Patmos, & Pitts, 2018).…”

Section: Autonomy and Competitive Advantage Of Virtual Organisationsmentioning

confidence: 99%

“…Glikson and Erez (2013) studied social norms in virtual work among participants from five different countries and found that participants with a low level of organisational identity may begin to feel lonely and isolated. The isolating nature of virtual work presented an opportunity for managers to examine and improve core management practices that meet the needs of today's diverse workplace (Maher & Bedawy, 2015). Davis and Cates (2013) studied the relationship between workplace isolation and the engagement of virtual workers.…”

Section: The Nature Of Virtual Work and Competitive Advantage Of Virt...mentioning

confidence: 99%

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Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

Omoregbe

Azage

2022

Sriwijaya Int. J. of Dynamic Eco. And Buss.

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This study examined the impact of employee satisfaction on the competitive advantage of selected virtual organisations in Lagos State, Nigeria. Specifically, it assessed the relationship between individual virtual competencies, motivation, organisational identity, autonomy, the nature of the work and the competitive advantage of virtual organisations in Lagos State, Nigeria. The survey research design was adopted for this study. The population of the study covered all staff in selected virtual organisations in Lagos State, Nigeria. A total of 400 copies of questionnaire were distributed and retrieved. Stratified random sampling procedure was used in administering the copies of questionnaire to selected virtual organisations in Lagos State, Nigeria. The data collected through questionnaire administration was analysed using descriptive statistics such as frequency distribution, mean and standard deviation. Multiple regression analysis was used to test the null hypotheses and estimate the research model using the Ordinary Least Squares (OLS) technique through the use of the Statistical Package for Social Sciences (SPSS) Version 24. The study found out that there is a significant positive relationship between individual virtual competencies, motivation, organisational identity, the nature of the work and competitive advantage while revealing that there is a positive and non-significant relationship between autonomy and the competitive advantage of virtual organisations in Lagos State, Nigeria. The study recommended that virtual organisations employ individuals that have the required skills and competencies needed to perform the various organisational tasks, motivate their employees intrinsically and extrinsically, possess a strong brand image, allow employees experience freedom to do their tasks and duties at their own pace and take cognisance of employees that work in dispersed locations with peculiar difficulties in those varied locations so that they will contribute more to the competitive advantage of the virtual organisation.

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“…Company managers could also use various other social media communication techniques (e.g., WhatsApp, MS Teams and Zoom) to achieve the objectives of their companies. That would require companies to have efficient technology in place (Maher & Bedawy, 2015). The suggested strategies could also assist in promoting socialisation and relationship building among individuals in virtual situations and could, as such, be used to prevent feelings of isolation.…”

Section: Line Managers Establishing Organisational Practices and Stra...mentioning

confidence: 99%

The Responsiveness of Teacher Education Managers at an ODeL College to Resilience and the Well-Being of Staff Working from Home During COVID-19

Micheal¹,

Christy²,

Samson³

et al. 2021

INT J EDUC METHODOL

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<p style="text-align: justify;">The Coronavirus disease (COVID-19) pandemic has increased anxiety and stress among teacher education managers and has given rise to the question of whether they have the competencies to execute their operational responsibilities productively. The theories of resilience and transformational leadership underpin this study in which teacher education managers’ resilience and their responsiveness to the well-being of staff executing their operational practices in an open distance e-learning context were explored. A qualitative approach was adopted and virtual video conferencing interviews with teacher education managers were used to explore how they mitigated their strategic and operational roles and their managerial functions to ensure the well-being and organisational performance of staff working from home. Results revealed the experiences of distance managers to have been positive in that they implemented organisational strategies to mitigate the challenges faced to ensure wellness and performance among staff working from a distance. Further research applying a mixed-method design should be undertaken to determine how resilient managers and staff working from home are. That may yield different results.</p>

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Core Practices for Managing Virtual Employees in Public Organizations

Cited by 5 publications

References 0 publications

Remote working challenges and solutions: insights from SMEs in Bangladesh during the COVID-19 pandemic

Remote working challenges and solutions: insights from SMEs in Bangladesh during the COVID-19 pandemic

Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

The Responsiveness of Teacher Education Managers at an ODeL College to Resilience and the Well-Being of Staff Working from Home During COVID-19

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