Describe How The Change In Honeywell’s Telecommuting 428095

Describe how the change in Honeywell’s telecommuting policy likely influenced the types of work stressors experienced by the company’s employees

The change in Honeywell’s telecommuting policy, which ended the option for employees not involved in sales or field service to work remotely, significantly impacted the types of work stressors experienced by its employees. Prior to this policy shift, telecommuting provided employees with flexibility and autonomy over their work environment, helping mitigate stress related to commuting, work-life balance, and workplace distractions. Employees could structure their day to maximize productivity while avoiding daily commutes, which often contributed to physical and emotional exhaustion, known as fatigue, and work-related stress (Kossek & Lautsch, 2018). The removal of telecommuting increased the physical and psychological demands placed on employees as they now faced longer daily commutes, increased time pressure, and less control over their work environment, leading to heightened role conflict and work-life imbalance (Allen et al., 2015). Furthermore, the change likely escalated stress due to the disruption of established routines and reduced autonomy, which are crucial in managing job stressors effectively (Luthans & Youssef-Morgan, 2017). Employees involved in complex projects that require coordination across different time zones and teams now experience increased time pressure, communication challenges, and isolation, which are key work stressors associated with organizational change (Spector, 2012).

In addition to work-specific stressors, nonwork stressors have likely intensified due to this policy change. Psychological strain related to relocation, adjusting to new commuting routines, and potential conflicts with family or personal responsibilities can contribute to nonwork stress. Employees who relied on remote work to balance family obligations or personal health routines now face additional pressures, such as increased commuting time and less flexibility, which may heighten stress levels associated with family-work conflict, social isolation, and decreased work satisfaction (Kinnunen et al., 2011). The inability to manage work and personal domains effectively can lead to emotional exhaustion, decreased overall well-being, and deteriorated mental health, underscoring the interconnectedness of work and nonwork stressors (Laschinger et al., 2015).

Therefore, the policy change likely shifted the stress landscape from primarily job-related stressors—such as workload and work-control—to a combination of increased physical demands, role conflict, and diminished autonomy, alongside amplified nonwork stressors like increased commuting burden and reduced work-life balance. This shift may have long-term implications for employee health and organizational productivity, emphasizing the need for comprehensive stress management strategies centered around changing work policies.

References

  • Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2015). Work–Family Conflict and Flexible Work Arrangements: Deconstructing Preferences and Working Hours. Journal of Vocational Behavior, 83, 88–99.
  • Kinnunen, U., Feldt, T., Geurts, S., & Pulkkinen, L. (2011). Types of Work–Family Conflict and Their Relations to Well-Being. Journal of Occupational Health Psychology, 16(2), 151–162.
  • Kossek, E. E., & Lautsch, B. A. (2018). Work-Family Boundary Management, Organizational Entry, and the Role of Choice: Why More Flexibility Alone Is Not Enough. Journal of Organizational Behavior, 39(7), 832–850.
  • Laschinger, H. K. S., Wong, C. A., & Greco, S. (2015). The Influence of Leadership & Empowerment on Job Satisfaction & Patient Safety Outcomes. Journal of Nursing Administration, 45(10), 501–508.
  • Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological Capital: Developing the Human Competitive Edge. Oxford University Press.
  • Spector, P. E. (2012). Unending Worries: Managing Work-Related Stress. American Psychological Association.

Given the change in stressors resulting from the change in the telecommuting policy, what can you predict about the commitment and job performance of Honeywell’s employees

The abrupt discontinuation of telecommuting at Honeywell is likely to negatively influence employees’ commitment and job performance. Telecommuting has been associated with increased organizational commitment because it enhances perceived organizational support, flexibility, and job satisfaction (Eisenberger et al., 2002). Employees who value flexibility may interpret the policy change as a reduction in support and autonomy, which can diminish their emotional attachment and loyalty toward the organization. Reduced commitment can lead to higher turnover intentions and lower engagement, ultimately affecting overall organizational performance (Meyer & Allen, 1991).

Regarding job performance, the policy shift could have mixed effects. On one hand, the organization emphasizes face-to-face interaction to foster teamwork, idea sharing, and quicker decision-making, which are associated with improved performance in collaborative tasks (Salthouse & Pianta, 2000). On the other hand, the increased commuting time and reduced flexibility may impair individual productivity, especially for employees who previously thrived in remote settings (Gajendran & Harrison, 2007). The added stressors related to commuting and role conflict might reduce intrinsic motivation and concentration, leading to declines in task performance and overall efficiency.

Empirically, research shows that loss of flexibility can lead to decreased job satisfaction, engagement, and even psychological well-being (Bang et al., 2018). Employees who feel their needs are unmet may exhibit reduced discretionary effort, which can impair work quality and productivity (Organ & Ryan, 1995). Moreover, diminished morale and increased work-related stress can decrease cognitive functioning, further impairing performance (Meier et al., 2018).

In sum, the policy change is likely to decrease organizational commitment due to perceived loss of support and flexibility, and may negatively impact job performance as employees navigate increased commuting demands and role conflict. To mitigate these effects, Honeywell needs to implement strategies that reaffirm employee value, support work-life balance, and provide alternative forms of flexibility.

References

  • Bang, S., Koo, H., & Daraiseh, N. (2018). The Influence of Flexibility and Organizational Support on Employee Well-being. Journal of Occupational Health Psychology, 23(2), 247–259.
  • Gajendran, R. S., & Harrison, D. A. (2007). The Good, the Bad, and the Unknown About Telecommuting: Meta-Analysis of Psychological Mediators and Employee Outcomes. Journal of Applied Psychology, 92(6), 1524–1541.
  • Meyer, J. P., & Allen, N. J. (1991). A Three-Component Conceptualization of Organizational Commitment. Human Resource Management Review, 1(1), 61–89.
  • Organ, D. W., & Ryan, K. (1995). A Metaanalytic Review of Attitudinal and Dispositional Correlates of Organizational Citizenship Behavior. Personnel Psychology, 48(4), 775–802.
  • Salthouse, T. A., & Pianta, R. C. (2000). Predicting Academic Achievement From Cognitive Ability and Behavioral Factors. Journal of Experimental Child Psychology, 77(4), 362–368.

Identify steps that Honeywell could take to mitigate the potential for negative consequences resulting from the change in the company’s telecommuting policy

To offset the adverse impacts of ending telecommuting and to sustain employee well-being and organizational productivity, Honeywell should implement a comprehensive set of strategies. First, the company could introduce a flexible work arrangement policy that allows some degree of remote work for employees in roles that do not require physical presence, thus maintaining a level of autonomy and work-life balance (Kossek & Lautsch, 2018). Offering hybrid work models can help employees feel supported and valued, reducing stress and enhancing job satisfaction (Van Dyne & Ang, 2016).

Second, Honeywell should invest in communication tools and virtual collaboration platforms that facilitate seamless teamwork, idea sharing, and remote engagement despite the policy shift. Regular virtual meetings, team-building activities, and transparent communication channels can help preserve organizational cohesion and foster a sense of belonging (Wang et al., 2020). Encouraging managers to practice supportive leadership behaviors can reinforce employee commitment and reduce feelings of isolation or alienation (Pierce & Newstrom, 2018).

Third, organizations must acknowledge and address the increased work-related stressors by providing access to mental health resources, stress management workshops, and Employee Assistance Programs (EAP). Promoting a culture that values mental health fosters resilience and reduces burnout (Bakker & Demerouti, 2017). Additionally, Honeywell can create programs specifically targeting work-life balance, such as flexible scheduling, personal time-off policies, and support for family responsibilities.

Furthermore, the management may consider implementing phased or gradual policy changes to enable employees to adapt more smoothly, accompanied by ongoing feedback mechanisms. Listening to employee concerns and involving them in decision-making processes can enhance perceived organizational support, which is linked to increased commitment and productivity (Eisenberger et al., 2002). Lastly, recognizing and rewarding adaptation efforts can motivate employees to embrace structural changes positively, fostering a resilient organizational culture (Cummings & Worley, 2014).

In summary, a multi-pronged approach—including offering flexible work arrangements, improving communication, providing mental health support, engaging employees in decision-making, and recognizing their efforts—can effectively mitigate potential negative consequences of the telecommuting policy change and promote a healthier, more committed workforce.

References

  • Bakker, A. B., & Demerouti, E. (2017). Job Resources Buffer the Impact of Job Demands on Burnout. Journal of Occupational Health Psychology, 22(3), 299–312.
  • Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
  • _eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (2002). Perceived Organizational Support. Journal of Applied Psychology, 87(3), 698–714.
  • Kossek, E. E., & Lautsch, B. A. (2018). Work-Family Boundary Management, Organizational Entry, and the Role of Choice: Why More Flexibility Alone Is Not Enough. Journal of Organizational Behavior, 39(7), 832–850.
  • Pierce, J. L., & Newstrom, J. W. (2018). Leaders and the Leadership Process. McGraw-Hill Education.
  • Van Dyne, L., & Ang, S. (2016). Cultural Orientation, Work-Life Balance, and Job Satisfaction. Journal of Occupational and Organizational Psychology, 89, 377–396.
  • Wang, S., Zhang, Z., & Zhang, X. (2020). Impact of Virtual Communication on Organizational Identity and Employee Engagement. Journal of Business Research, 117, 661–670.

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