| An Individual-Level Model of Telecommuting |
| | Allen, David G. | U. of Memphis | dgallen@memphis.edu | (901)-678-4729 |
| | Renn, Robert W. | U. of Memphis | rrenn@memphis.edu | (901)-678-2886 |
| | Griffeth, Rodger W. | Georgia State U. | mgtrwg@langate.gsu.edu | (404)-651-2864 |
| | According to the popular business press, telecommuting is a growing and purportedly valuable trend in American business. However, rigorous empirical work on this new work arrangement is limited, possibly due to a lack of theoretical frameworks to guide such research. Drawing primarily on work design theory and research, we propose an individual-level model of telecommuting. In the model, we identify five dimensions of telecommuting and link these dimesions to several work outcomes. We also incorporate mediators and moderators of the proposed relationsheips. By offering this model and researchable propositions, we hope to stimulate future research on this relatively new work design and to close the gap between anecdotal evidence on telecommuting effects and evidence based on carefully conducted research. |
| | Keywords: Telecommuting; Theoretical; Framework |
| Teleworking: Frameworks for Organizational Research |
| | Daniels, Kevin | U. of Sheffield | k.daniels@sheffield.ac.uk | +44 114 222 3365 |
| | Lamond, David Andrew | Macquarie U. | david.lamond@mq.edu.au | +61 2 9850 8984 |
| | Standen, Peter | Edith Cowan University | p.standen@cowan.edu.au | +61 9 273 8335 |
| | Teleworking is a new and growing work practice which entails remote working for at least part of the week. Common arrangements include work done at home or in the field, by teleworkers in a range of occupations. As such, telework is one of the most radical departures from standard working conditions in the suite of flexible work practices now gaining
widespread acceptance. It presents unique challenges to human resource management researchers. In this paper, we propose a multivariate framework for conceptualising teleworking, that is able to differentiate the various forms of teleworking. We illustrate the usefulness of this framework by developing a model of organizational and sub-unit adoption of different forms of teleworking. The model draws upon neo-institutional theory, as well as recent empirical evidence on teleworking. The model specifies a number of organizational, industrial and national factors involved in the adoption of teleworking. The model also enables differentiation between organizations and sub-units that adopt teleworking earlier or later.
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| | Keywords: teleworking; definitions; prevalence |
| Role Conflict and the Effects of Flexible Work Arrangements on Applicant Attraction |
| | Rau, Barbara L. | U. of Wisconsin, Oshkosh | rau@uwosh.edu | (920)-424-7197 |
| | Hyland, MaryAnne M. | Rutgers U., Livingston | mahyland@rci.rutgers.edu | (732)-445-5973 |
| | , | "Dick" Baynton, Industry Consultant | qqqq | qqq |
| | Flexible work arrangements such as reduced hours (e.g., part-time work or job sharing), flextime, and telecommuting are commonly
thought to be effective ways for helping workers to balance competing demands placed on their time by work and personal interests.
It is assumed therefore, that individuals experiencing high degrees of role conflict will be more attracted to organizations offering
such flexible work arrangements options than to those that do not. This assumption is tested by examining the moderating effects
of three forms of role conflict, family-to-work conflict, work-to-family conflict, and work-to-school conflict, on applicant attraction to
organizations offering reduced hours, flextime, and/or telecommuting. Data were collected from 132 undergraduate and graduate
students at a mid-sized midwestern university. Subjects viewed the recruitment brochure of a fictitious firm in which the flexible work
arrangement policies were manipulated. The findings suggest that flexible work arrangements are not necessarily perceived as
favorable but rather that the type and level of role conflict experienced by applicants influence their reaction to these policies. |
| | Keywords: recruitment; attraction; flextime |
| Telecommuting: Manager Control and Employee Development in One Public and Two Private Organizations ORGANIZATIONS |
| | Cooper, Cecily D. | U. of Southern California | cecilyc@bus.usc.edu | (213)-740-0734 |
| | Kurland, Nancy B. | U. of Southern California | nkurland@sba.usc.edu | (213) 740-6647 |
| | Bailey, Diane E. | Stanford U. | Diane.Bailey@stanford.edu | (650)-723-3821 |
| | This study compared the impact telecommuting has on public and private employees' perceptions of managerial control strategies (behavior, output, and clan) and employee development concerns (interpersonal networking, informal learning, and mentoring). It relied on semi-structured interviews with telecommuters, non-telecommuters, and their respective supervisors in two high technology firms and one city government. We found few differences between our respondents in these two types of organizations with respect to managerial control strategies. By contrast, public respondents commented less about interpersonal networking, informal learning, and mentoring concerns compared to private respondents. |
| | Keywords: telecommuting; manager control strategies; employee development |