A Study of Telework and Human Resource Management.
A Study of Telework and Human Resource Management
Annotated Bibliography
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. Retrieved from http: search.Proquest.com/docview/2248907i4?accountid=8313.
The authors report on a wide review of research relating to the subject of telework in an attempt to answer questions such as who participates in telework, why, what happens when they do and how do people telework? They approach some assumptions about telework such as its impact on an organization, and that people who do telework do so on a permanent basis. The article then discusses possible new directions for telework research, and the move toward theory building. The article is well researched by authors who are heavily engaged in the research of issues relating to technology and work, telecommuting, and ethics. Although mostly a qualitative review of research into telework there is sufficient data analyses to support their opinions. The article will give me insight into current concerns, challenges and possible new directions of telework.
Dias, L. (2011). Human resource management. Saylor.org/books. ISBN 13:978-1-4533194-3-7.
Downloaded Jan.9, 2014from https//open.umn.edu/opentextbooks/BookDetail.aspx?
bookId=71
Dias addresses the challenges of human resource management’s need to be aware of outside forces and its effect on contemporary human resource theory and practice. Outside/external forces such as telecommuting or telework, i.e. working from home on a flexible schedule, creates a need to develop policies so that this trend will be compliant with laws that impact human resource practice. Such external trends need to be evaluated and taken into consideration in developing strategy for human resource management and for a business as a whole. Although the text does not address the practice of telework specifically nor in detail the topic is impacted by practically all the functions of human resource management. This book is the prescribed text for the class Human Resource Management, MGT 360 at Sienna Heights University, and as such it is an up-to-date exploration of all the elements that make up human resource management. This text will be a reminder of the need for me, in my paper, to carefully consider how telework is impacted by overall human resource management theories and practices.
Glass, J, (March 8, 2013 Tuesday). It’s about the work, not the office. The New York Times.
Retrieved from www.lexisnexis.com/hottopics/Inacademic
Yahoo announces restrictions on its telecommuting policy to bring the company back in line with corporate America. However, some studies show that telecommuting is more productive than those working on site. Productivity and innovation is what appears to be driving Yahoos decision. The author suggests that possibly working in the office could contribute to group think and not as much innovation as is claimed, and if there exists a need for off-site brainstorming it is quite possible to organize telecommuters to come together at collaborative work spaces away from the office. The author is a professor of sociology and a senior researcher at the University of Texas and she presents some valid arguments to counter Yahoo’s decision. This article is not based on research but is rather an easy to understand argument that throws light on areas not always the topic of researchers. This is why I am considering including its ideas in my paper.
Hager, A.Z., & Klein, K.N. (2008). Telecommuting: 10 legal considerations. Employees Benefit
Plan Review, 63930, 8-10.Retrieved from http://search.proquest.com/docview
248437860?accountid=8313
The authors discuss ten key legal issues that employers need to consider when deciding whether or not to permit employees to telecommute. (1) Wage and hour compliance: Properly report and record hours that their telecommuting employees work (2) Workers compensation. How will the employer investigate workplace injuries associated with working at home? (3) Occupational safety and health act (OSHA). A policy needs to be in place to correctly record injuries that occur at a telecommuting employee’s’ home. (4) Liability coverage. The employer is responsible for injuries and any damage to properties that are caused by the negligence of a telecommuting employee. (5) Trade secrets and confidential information, Will telecommuting employees protect the organization’s confidential information? (6) Tax concerns. Telecommuters working from home may be from a different state to the organization. (7) Zoning. Local zoning laws may restrict an employee from working from home. (8) Privacy issues. Getting permission from telecommuters that will enable monitoring or access to the employees; workspace or home, (9) American with disabilities act. Employers need to consider whether they are required to accommodate an employees’ disability by allowing them to telecommute, (10) Discrimination issues. Employers need to administer their telecommuting program in a non-discriminatory way. Both authors work for Troutman Sanders LLP, an international legal firm, located in Atlanta, that employs over 600 lawyers, and whose clients range from large multinational businesses to entrepreneurs. This article adds an essential element the legal aspect, to my paper on telecommuting as it relates to human resource management
Hilbrecht, M., Shaw, S.M., Johnson, L.C., & Audrey, J. (2013). Remixing work, family and
leisure: teleworkers’ experiences of everyday life. New Technology, Work and
Employment, 28 (2), 130–144. doi:http://dx.doi.org/10.1111/ntwe.12010.
The paper discusses ways in which telework relates to a possible adjustments to daily work, family life, and activities. Definitions of telework suggest varied understandings of the term. Problems seem to arise when time and work responsibilities interfere with family time. Evidence suggests that leisure contributes to work life balance and reducing tension. In addition new socio-cultural changes have brought to attention new practices in parenting. The research focuses on explaining points of conflict and a coming together of work with family and leisure. Three main themes developed from the research showed that there exists a need to contain work and space time, families want to be available for children, and leisure has been devalued for many teleworkers. The authors use semi-structured interviews with 51 teleworkers in Canada. Some who were interviewed did telework as a condition of employment and others negotiated part-time telework with their employer. Based on the data collected and analyzed, it was found that there was little evidence of need to reconfigure life activities except for women with children at home. The four authors have conducted previous research in areas such as leisure, health and well-being in the context of family life, social impacts of telework, changing ideologies of parenthood, and one in environmentally sustainable transportation. Their research, based on actual interviews, adds a valuable contribution to my paper on the study of telework and human resource management.
Madsen, S.R., (2003). The effects of home-based teleworking on work-family conflict. Human
Resource Development Quarterly, 14 (1), 35-38. Retrieved from http://search.proquest
com/docview/234904291?accountid=8313
Human resource development aims to find ways to improve the performance of employees and the organizations effectiveness. This study focuses on the reduction of work family conflict and the increased use of telework by investigating the difference between full-time work site employees and full-time teleworking employees who work from home at least two days per week. In addition the study examines demographic variables to see if they are related to work family conflict. The study found that teleworkers had lower levels of work family conflict. The research examines related literature, role-conflict theory, and uses quantitative analysis to determine the possible relationship between work-family conflict and teleworking, and how this may impact human resource development. The quantitative analysis gives insight into the purpose of the study. The author does recognize that there are limitations in the questionnaire, the population and the sampling. However, the article is a valid contribution to my paper on telework and human resource management and adds quantitative analysis results to the paper.
Mayo, M., Pastor, J., Gomez-Meija., Cruz, C. (2009). Why some firms adopt telecommuting while
Others do not: A contingency perspective. Human Resource Management, 48(6), 917.
Retrieved from http://search.proquest.com/docview/222116538? Accounted=8313
Data from 122 CEO’s of Spanish firms was analyzed to determine what makes a firm more likely to agree to telecommuting. Specifically, the variables considered included age of the firm, size of the firm, international composition of the workforce, and the top executives’ leadership style. Younger firms are more likely to implement innovative human resource measures such as telecommuting. The smaller sized firms were found to be more inclined to use telecommuting. In addition, telecommuting helps overcome geographical limitations. Top leaderships style also positively influences the likelihood to allow telecommuting. Related literature is reviewed in this study and a quantitative analysis is used showing means, standard deviations, and a correlation was used to arrive at the results. The authors are, between them, university professors of organizational behavior, human resources, leadership, and entrepreneurship. This article adds another view of the topic of telecommuting and human resource management by adding some insight into some of the circumstances leading to a more likely use of telecommuting.
Rampell, By Claire. (February 26, 2013 Tuesday). Yahoo orders home workers back to the office.
The New York Times, Retrieved from ww:lexisnexis.com/hottopics/Inacademic.
The CEO of Yahoo explains the company’s policy change being implemented by their the human resources department, that face-to-face interaction in the work place encourages and results in a more collaborative organizational culture, and that telework has a negative impact on innovation. Yahoo tackles a major workplace issues in addressing the question of productivity and innovation. Companies across the nation are competing to attract and retain the very best workers, and telework has grown in popularity. Yahoo is not the first company to make this decision and to advocate that interaction leads to innovation, and telework does not allow for interaction, nor does it permit a strong growth in corporate culture. Naturally Yahoo faces some criticism and the article discusses these issues. The report is limited in research findings instead it focuses on other companies’ reaction to this move. The article is a newspaper report and is not based on scientific research but it reports the current reaction of Yahoo to the telework controversy. I find this report to be of value because of its practical approach and the fact that Yahoo’s action will perhaps have a considerable effect on human resource management and corporate strategy.
Raiborn, C., & Butler, J. B. (2009). A new look at telecommuting and teleworking. Journal of
Corporate Accounting & Finance, 20(5), 31 – 39.
During the recent economic crisis many companies took a new look at teleworking, which was regarded by some as one way to cut costs while retaining some of their more valued workers. Benefits and drawbacks of teleworking is discussed with some advantages for employees and some that benefit the employer, Studies have found that telework leads to increased productivity, but these results are usually self-reported. However, it has been found that workers who did contribute at a higher level while working at the office did show that they were even more productive than they were when working at the office. Telework requires supervisors to rely on the quality and timeliness of performance and are no longer able to visually evaluate performance. Conditions such as limited space in the home, and/or the activity of the home environment are challenges in finding a suitable work environment at home. Telework can result in monetary savings to the company as well as to the teleworker but it does incur costs to establish and maintain the telework system. The article is qualitative and written mostly from the perspective of costs, which is understandable due to the fact that both authors are professors of accounting, highly qualified in their fields. The article adds to the paper in that costs and/or savings is a major consideration both for the employer and the teleworker when considering the possibilities of teleworking.
A Study of Telework and Human Resource Management
Annotated Bibliography
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. Retrieved from http: search.Proquest.com/docview/2248907i4?accountid=8313.
The authors report on a wide review of research relating to the subject of telework in an attempt to answer questions such as who participates in telework, why, what happens when they do and how do people telework? They approach some assumptions about telework such as its impact on an organization, and that people who do telework do so on a permanent basis. The article then discusses possible new directions for telework research, and the move toward theory building. The article is well researched by authors who are heavily engaged in the research of issues relating to technology and work, telecommuting, and ethics. Although mostly a qualitative review of research into telework there is sufficient data analyses to support their opinions. The article will give me insight into current concerns, challenges and possible new directions of telework.
Dias, L. (2011). Human resource management. Saylor.org/books. ISBN 13:978-1-4533194-3-7.
Downloaded Jan.9, 2014from https//open.umn.edu/opentextbooks/BookDetail.aspx?
bookId=71
Dias addresses the challenges of human resource management’s need to be aware of outside forces and its effect on contemporary human resource theory and practice. Outside/external forces such as telecommuting or telework, i.e. working from home on a flexible schedule, creates a need to develop policies so that this trend will be compliant with laws that impact human resource practice. Such external trends need to be evaluated and taken into consideration in developing strategy for human resource management and for a business as a whole. Although the text does not address the practice of telework specifically nor in detail the topic is impacted by practically all the functions of human resource management. This book is the prescribed text for the class Human Resource Management, MGT 360 at Sienna Heights University, and as such it is an up-to-date exploration of all the elements that make up human resource management. This text will be a reminder of the need for me, in my paper, to carefully consider how telework is impacted by overall human resource management theories and practices.
Glass, J, (March 8, 2013 Tuesday). It’s about the work, not the office. The New York Times.
Retrieved from www.lexisnexis.com/hottopics/Inacademic
Yahoo announces restrictions on its telecommuting policy to bring the company back in line with corporate America. However, some studies show that telecommuting is more productive than those working on site. Productivity and innovation is what appears to be driving Yahoos decision. The author suggests that possibly working in the office could contribute to group think and not as much innovation as is claimed, and if there exists a need for off-site brainstorming it is quite possible to organize telecommuters to come together at collaborative work spaces away from the office. The author is a professor of sociology and a senior researcher at the University of Texas and she presents some valid arguments to counter Yahoo’s decision. This article is not based on research but is rather an easy to understand argument that throws light on areas not always the topic of researchers. This is why I am considering including its ideas in my paper.
Hager, A.Z., & Klein, K.N. (2008). Telecommuting: 10 legal considerations. Employees Benefit
Plan Review, 63930, 8-10.Retrieved from http://search.proquest.com/docview
248437860?accountid=8313
The authors discuss ten key legal issues that employers need to consider when deciding whether or not to permit employees to telecommute. (1) Wage and hour compliance: Properly report and record hours that their telecommuting employees work (2) Workers compensation. How will the employer investigate workplace injuries associated with working at home? (3) Occupational safety and health act (OSHA). A policy needs to be in place to correctly record injuries that occur at a telecommuting employee’s’ home. (4) Liability coverage. The employer is responsible for injuries and any damage to properties that are caused by the negligence of a telecommuting employee. (5) Trade secrets and confidential information, Will telecommuting employees protect the organization’s confidential information? (6) Tax concerns. Telecommuters working from home may be from a different state to the organization. (7) Zoning. Local zoning laws may restrict an employee from working from home. (8) Privacy issues. Getting permission from telecommuters that will enable monitoring or access to the employees; workspace or home, (9) American with disabilities act. Employers need to consider whether they are required to accommodate an employees’ disability by allowing them to telecommute, (10) Discrimination issues. Employers need to administer their telecommuting program in a non-discriminatory way. Both authors work for Troutman Sanders LLP, an international legal firm, located in Atlanta, that employs over 600 lawyers, and whose clients range from large multinational businesses to entrepreneurs. This article adds an essential element the legal aspect, to my paper on telecommuting as it relates to human resource management
Hilbrecht, M., Shaw, S.M., Johnson, L.C., & Audrey, J. (2013). Remixing work, family and
leisure: teleworkers’ experiences of everyday life. New Technology, Work and
Employment, 28 (2), 130–144. doi:http://dx.doi.org/10.1111/ntwe.12010.
The paper discusses ways in which telework relates to a possible adjustments to daily work, family life, and activities. Definitions of telework suggest varied understandings of the term. Problems seem to arise when time and work responsibilities interfere with family time. Evidence suggests that leisure contributes to work life balance and reducing tension. In addition new socio-cultural changes have brought to attention new practices in parenting. The research focuses on explaining points of conflict and a coming together of work with family and leisure. Three main themes developed from the research showed that there exists a need to contain work and space time, families want to be available for children, and leisure has been devalued for many teleworkers. The authors use semi-structured interviews with 51 teleworkers in Canada. Some who were interviewed did telework as a condition of employment and others negotiated part-time telework with their employer. Based on the data collected and analyzed, it was found that there was little evidence of need to reconfigure life activities except for women with children at home. The four authors have conducted previous research in areas such as leisure, health and well-being in the context of family life, social impacts of telework, changing ideologies of parenthood, and one in environmentally sustainable transportation. Their research, based on actual interviews, adds a valuable contribution to my paper on the study of telework and human resource management.
Madsen, S.R., (2003). The effects of home-based teleworking on work-family conflict. Human
Resource Development Quarterly, 14 (1), 35-38. Retrieved from http://search.proquest
com/docview/234904291?accountid=8313
Human resource development aims to find ways to improve the performance of employees and the organizations effectiveness. This study focuses on the reduction of work family conflict and the increased use of telework by investigating the difference between full-time work site employees and full-time teleworking employees who work from home at least two days per week. In addition the study examines demographic variables to see if they are related to work family conflict. The study found that teleworkers had lower levels of work family conflict. The research examines related literature, role-conflict theory, and uses quantitative analysis to determine the possible relationship between work-family conflict and teleworking, and how this may impact human resource development. The quantitative analysis gives insight into the purpose of the study. The author does recognize that there are limitations in the questionnaire, the population and the sampling. However, the article is a valid contribution to my paper on telework and human resource management and adds quantitative analysis results to the paper.
Mayo, M., Pastor, J., Gomez-Meija., Cruz, C. (2009). Why some firms adopt telecommuting while
Others do not: A contingency perspective. Human Resource Management, 48(6), 917.
Retrieved from http://search.proquest.com/docview/222116538? Accounted=8313
Data from 122 CEO’s of Spanish firms was analyzed to determine what makes a firm more likely to agree to telecommuting. Specifically, the variables considered included age of the firm, size of the firm, international composition of the workforce, and the top executives’ leadership style. Younger firms are more likely to implement innovative human resource measures such as telecommuting. The smaller sized firms were found to be more inclined to use telecommuting. In addition, telecommuting helps overcome geographical limitations. Top leaderships style also positively influences the likelihood to allow telecommuting. Related literature is reviewed in this study and a quantitative analysis is used showing means, standard deviations, and a correlation was used to arrive at the results. The authors are, between them, university professors of organizational behavior, human resources, leadership, and entrepreneurship. This article adds another view of the topic of telecommuting and human resource management by adding some insight into some of the circumstances leading to a more likely use of telecommuting.
Rampell, By Claire. (February 26, 2013 Tuesday). Yahoo orders home workers back to the office.
The New York Times, Retrieved from ww:lexisnexis.com/hottopics/Inacademic.
The CEO of Yahoo explains the company’s policy change being implemented by their the human resources department, that face-to-face interaction in the work place encourages and results in a more collaborative organizational culture, and that telework has a negative impact on innovation. Yahoo tackles a major workplace issues in addressing the question of productivity and innovation. Companies across the nation are competing to attract and retain the very best workers, and telework has grown in popularity. Yahoo is not the first company to make this decision and to advocate that interaction leads to innovation, and telework does not allow for interaction, nor does it permit a strong growth in corporate culture. Naturally Yahoo faces some criticism and the article discusses these issues. The report is limited in research findings instead it focuses on other companies’ reaction to this move. The article is a newspaper report and is not based on scientific research but it reports the current reaction of Yahoo to the telework controversy. I find this report to be of value because of its practical approach and the fact that Yahoo’s action will perhaps have a considerable effect on human resource management and corporate strategy.
Raiborn, C., & Butler, J. B. (2009). A new look at telecommuting and teleworking. Journal of
Corporate Accounting & Finance, 20(5), 31 – 39.
During the recent economic crisis many companies took a new look at teleworking, which was regarded by some as one way to cut costs while retaining some of their more valued workers. Benefits and drawbacks of teleworking is discussed with some advantages for employees and some that benefit the employer, Studies have found that telework leads to increased productivity, but these results are usually self-reported. However, it has been found that workers who did contribute at a higher level while working at the office did show that they were even more productive than they were when working at the office. Telework requires supervisors to rely on the quality and timeliness of performance and are no longer able to visually evaluate performance. Conditions such as limited space in the home, and/or the activity of the home environment are challenges in finding a suitable work environment at home. Telework can result in monetary savings to the company as well as to the teleworker but it does incur costs to establish and maintain the telework system. The article is qualitative and written mostly from the perspective of costs, which is understandable due to the fact that both authors are professors of accounting, highly qualified in their fields. The article adds to the paper in that costs and/or savings is a major consideration both for the employer and the teleworker when considering the possibilities of teleworking.