“…These findings continue to be supported by new research showing that telework increases productivity (Butler, Aasheim, & Williams, 2007;Neufeld & Fang, 2005) and enhances client satisfaction and employee attraction to an organization (Verive & Paul-Heelan, 2006).…”
To explore the influences of common telework practices on employee dependent care responsibilities, job performance, and work experience, quantitative and qualitative data were collected from 863 teleworking federal government employees with dependents. Respondents reported that teleworking positively influences their job performance and intentions to remain with their organizations. Teleworking assists them in meeting their dependent care responsibilities, but current policies and management practices undercut the full potential of telework as a mechanism for meeting employee caregiving demands and reaping the associated benefits to the employer. Results show that employees would like dependent care to be a formal factor in telework policy and that they would like to telework more days than currently allowed. Findings suggest that management should consider the circumstances under which dependent care needs could be a formally accepted rationale for telework.
“…These findings continue to be supported by new research showing that telework increases productivity (Butler, Aasheim, & Williams, 2007;Neufeld & Fang, 2005) and enhances client satisfaction and employee attraction to an organization (Verive & Paul-Heelan, 2006).…”
To explore the influences of common telework practices on employee dependent care responsibilities, job performance, and work experience, quantitative and qualitative data were collected from 863 teleworking federal government employees with dependents. Respondents reported that teleworking positively influences their job performance and intentions to remain with their organizations. Teleworking assists them in meeting their dependent care responsibilities, but current policies and management practices undercut the full potential of telework as a mechanism for meeting employee caregiving demands and reaping the associated benefits to the employer. Results show that employees would like dependent care to be a formal factor in telework policy and that they would like to telework more days than currently allowed. Findings suggest that management should consider the circumstances under which dependent care needs could be a formally accepted rationale for telework.
“…A positive work-life environment has a positive impact on the development of this country through enhancing individuals' participation in economic activities. For example, studies have shown that through teleworking organizations can structure their operations to cut costs, maximize resources and improve productivity, develop pools of professional candidates who were physically inaccessible in the past, and by hiring workers under various contractual arrangements, including overseas employees, can offer a better quality of work and many financial benefits (Butler et al, 2007;Crandal & Gao, 2005;Gibson et al, 2002;Harpaz, 2002).…”
The advancement of information and communication technologies such as personal computers, the Internet and mobile phones has enabled people to work any time and anywhere. Teleworking, the practice of setting up home offices for employees with appropriate resources for computing and communication, is one example of this new flexibility. Teleworking brings new challenges as well as benefits, and a variety of studies have examined the impact of teleworking in terms of costs and benefits. A major attraction for teleworkers is the control it allows them over the way they structure their work and lives. However, the intrusion of work into the home blurs the boundaries between work and home life and may result in conflict between work and family. This work-family conflict is a direct result of the mutual incompatibility between the demands of work and family roles (Akdere, 2006). The aim of this research is to study the work-family balance of Malaysian teleworkers by exploring the nature of interactions between work and family activities, in order to get a better understanding of the experience of teleworkers in balancing their work and family life. This study will use the work-family border theory (Clark, 2000) to describe the phenomenon, and to explain how individuals manage and negotiate the work and family spheres and the borders between them in order to attain balance.
“…With the flexibility of time, teleworkers can choose to work when they are most energetic or have the fewest distractions. An alternative viewpoint is that teleworkers are more productive because they have additional training or were selected to telework because they were already the most productive employees (Butler, Aasheim, & Williams, 2007). Most studies claiming increased productivity are based on self-reported data, but it seems reasonable that workers who were solid contributors to the workplace before they teleworked and who now have the trust of their supervisors are likely to be more productive than they were when tethered to their office desks.…”
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