Telecommuting Remote Work Or Telework Is A Work Arrangement

Telecommuting Remote Work Or Telework Is A Work Arrangement In Which

Telecommuting, remote work, or telework is a work arrangement in which employees do not commute to a central place of work. These terms were coined by Jack Nilles in 1973 (JALA International). A person who telecommutes is known as a "telecommuter," "teleworker," and sometimes as a "home-sourced" employee. Many telecommuters work from home, while others, sometimes called "nomad workers" use mobile telecommunications technology to work from coffee shops or other locations. According to a Reuters poll, approximately "one in five workers around the globe, particularly employees in the Middle East, Latin America and Asia, telecommute frequently and nearly 10 percent work from home every day" (Reaney, 2012).

In February 2013, Yahoo CEO Marissa Mayer discontinued Yahoo's telecommuting program, sparking a national debate. For this activity, perform an Internet search for Policies and Procedures for Teleworking. Review policies from several different companies and organizations, and then enter this forum to discuss the following: advantages and benefits associated with telework from the perspectives of both workers and companies/organizations. What are some disadvantages and concerns regarding telework? Again, include both the worker and organization perspectives.

Paper For Above instruction

Telecommuting, also known as remote work or telework, has become an increasingly prevalent work arrangement in the modern organizational landscape. It allows employees to perform their duties outside a traditional office environment, leveraging telecommunications technology. This shift towards telecommuting offers numerous advantages for both employees and organizations but also presents distinct challenges that need careful management.

Advantages of Telecommuting for Workers

From the employee perspective, telecommuting provides significant benefits related to flexibility, work-life balance, and reduced commuting time. One of the primary advantages is the ability to tailor work schedules to better fit personal circumstances, which can enhance job satisfaction and reduce stress (Gajendran & Harrison, 2007). Employees can avoid lengthy commutes, saving time and money, and often experience increased productivity due to a quieter, more controlled work environment (Bloom, 2015). Moreover, telecommuting can facilitate a better integration of personal and professional life, allowing workers to attend to family needs or personal health more easily (Kossek et al., 2014).

Advantages of Telecommuting for Organizations

Organizations benefit from implementing telework arrangements through access to a broader talent pool, increased employee satisfaction, and potential cost savings. Reduced office space requirements and utility costs are among the financial benefits organizations experience (Bailey & Kurland, 2002). Additionally, remote work can lead to increased employee retention and reduced absenteeism, as flexible work options are highly valued (Gajendran & Harrison, 2007). Companies also observe productivity gains when employees work in personalized environments free from typical office distractions (Bloom, 2015).

Disadvantages and Concerns for Workers

Despite these benefits, telecommuting also introduces challenges for employees. Isolation and feelings of disconnection from colleagues can reduce team cohesion and a sense of belonging (Golden, 2006). Employees may also face difficulties in delineating work and personal life boundaries, leading to overwork and burnout (Allen et al., 2015). Technical issues, such as unreliable internet connectivity or inadequate home office setup, can hinder productivity (Venkatesh et al., 2010). Furthermore, some workers may experience a lack of managerial support or recognition, which can impact motivation and advancement prospects (Golden et al., 2008).

Disadvantages and Concerns for Organizations

From the organizational perspective, managing a dispersed workforce presents logistical challenges. Ensuring effective communication, maintaining company culture, and monitoring performance remotely are complex tasks (Davis et al., 2011). There is also a risk of decreased collaboration and innovation, as spontaneous interactions that often spark new ideas are less frequent in remote settings (Cummings et al., 2013). Security concerns related to data breaches and confidential information are heightened when employees work outside secured office networks (Raghavan et al., 2016). Additionally, some managers may harbor distrust or uncertainty about employee productivity without direct supervision (Kay et al., 2013).

Comparison of Employee and Organization Perspectives

Both employees and organizations recognize the value of telecommuting in enhancing flexibility and reducing costs. However, while employees often focus on personal benefits such as work-life balance and decreased commuting time, organizations emphasize strategic advantages like access to talent and operational savings. Conversely, concerns about productivity, supervision, and communication represent common anxieties from both sides. Employees worry about isolation and career progression, whereas companies are concerned with maintaining performance standards and safeguarding data security.

Conclusion

Telecommuting presents a multifaceted opportunity to reshape traditional work environments. It offers substantial benefits, including increased flexibility, cost savings, and potential productivity boosts, that appeal to both workers and organizations. Nonetheless, challenges such as social isolation, managerial oversight, security risks, and maintaining effective communication require strategic solutions to harness telework’s full potential. As organizations craft policies and procedures for teleworking, striking a balance between autonomy and oversight will be critical to ensuring mutually beneficial outcomes.

References

• Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40-68.
• Bailey, D. E., & Kurland, N. B. (2002). A Review of Telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organizational Behavior, 23(4), 383-400.
• Bloom, N. (2015). To raise productivity, let more employees work from home. Harvard Business Review, 93(1-2), 26-28.
• Cummings, J. N., Sulek, A., & Ragsdale, C. (2013). Spontaneous communication in virtual teams. Journal of Management Information Systems, 29(1), 150-179.
• Davis, A., Campbell, C., & Casey, C. (2011). Managing remote workers: Challenges and solutions. Human Resource Management Journal, 21(3), 236-250.
• Golden, T. D. (2006). Those who stay: A review of research on remote work and organizational commitment. Journal of Business and Psychology, 20(3), 351-356.
• Golden, T. D., Veiga, J. F., & Simsek, Z. (2008). Telecommuting's differential impact on work-home conflict: Is there no place like home? Journal of Applied Psychology, 93(3), 607-617.
• Kossek, E. E., Larwood, L., & DeMarr, B. (2014). How flexible work arrangements influence employee work-life conflict. Journal of Organizational Behavior, 35(2), 200-218.
• Raghavan, S., Smith, J., & Avery, M. (2016). Security challenges of remote work environments. Cybersecurity Journal, 3(2), 45-58.
• Reaney, P. (2012). One in five workers telecommute regularly: poll. Reuters. Retrieved from https://www.reuters.com
• Venkatesh, V., Zhang, X., & Sykes, T. A. (2010). Modern telecommuting technology adoption: An extension of TAM. Journal of Management Information Systems, 27(3), 215-242.