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DOI: 10.32473/edis-hr021-2003
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Telecommuting as a True Workplace Alternative

Abstract: This document includes a detailed description and definition of telecommuting, lists the desirable traits of telemanagers and teleworkers, and discusses the benefits and challenges of telecommuting. This is EDIS document HR 021, a publication of the Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL. Published April 2003.  HR021/HR021: Telecommuting as a True Workplace Alternative (ufl.edu)

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Cited by 4 publications
(5 citation statements)
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“…From employees' perspective flexible work arrangements are considered to result in increased autonomy over working arrangements (Tremblay, 2002), increased work productivity (Hill et al, 2003), reduced commuting and decreased interruptions (Haddad et al, 2009) as well as enhanced opportunities of managing work-life balance (Tremblay, 2002). From the organization's point of view the benefits include an increased ability to attract and retain talented staff (Maruyama and Tietze, 2012), greater productivity and decreased office accommodation costs (Green et al, 2012). Telework arrangements also support the goals of regional development (Cornford et al, 1996).…”
Section: The Possible Impacts Of Telework On Workers' Well-beingmentioning
confidence: 99%
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“…From employees' perspective flexible work arrangements are considered to result in increased autonomy over working arrangements (Tremblay, 2002), increased work productivity (Hill et al, 2003), reduced commuting and decreased interruptions (Haddad et al, 2009) as well as enhanced opportunities of managing work-life balance (Tremblay, 2002). From the organization's point of view the benefits include an increased ability to attract and retain talented staff (Maruyama and Tietze, 2012), greater productivity and decreased office accommodation costs (Green et al, 2012). Telework arrangements also support the goals of regional development (Cornford et al, 1996).…”
Section: The Possible Impacts Of Telework On Workers' Well-beingmentioning
confidence: 99%
“…Telework has included promises of better work satisfaction, balance between work and private life, and work peace and autonomy for the employee and increased efficiency, motivated workers and decreasing office accommodation costs for the employer (cf. Van Horn and Storen, 2000;Green et al, 2012;Heinonen, 2000). However, research results on the effects of telework on well-being have in many ways been contradictory.…”
Section: Introductionmentioning
confidence: 99%
“…Although telework studies often focus on benefits of teleworking employees, it is at the same time employers and the requirements of the work which bring workers to home (Tremblay et al , 2006). For example, employers use telework as a means to reduce the expenditure on office accommodation (Daniels et al , 2000; Green et al , 2003; Hopkinson et al , 2002), or as a reward only to hard‐working employees in order to develop a performance culture in their organisation (Taskin, 2009; Taskin and Edwards, 2007). Telework is also introduced to make the work more attractive to potential employees and to reduce turnover and absenteeism (Green et al , 2003; Daniels et al , 2000; Taskin and Edwards, 2007).…”
Section: Motivations Concerns and Experiences Of Teleworkmentioning
confidence: 99%
“…For example, employers use telework as a means to reduce the expenditure on office accommodation (Daniels et al , 2000; Green et al , 2003; Hopkinson et al , 2002), or as a reward only to hard‐working employees in order to develop a performance culture in their organisation (Taskin, 2009; Taskin and Edwards, 2007). Telework is also introduced to make the work more attractive to potential employees and to reduce turnover and absenteeism (Green et al , 2003; Daniels et al , 2000; Taskin and Edwards, 2007). In terms of concerns about adopting telework, researchers often quote potential tensions in relationships between teleworkers and other household members and partners due to work pressure (Baines, 2002; Baines and Gelder, 2003) and lack of opportunity to meet colleagues, managers, and business partners (Jackson, 1999).…”
Section: Motivations Concerns and Experiences Of Teleworkmentioning
confidence: 99%
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