Teleworking: benefits and pitfalls as perceived by professionals and managers

By Yehuda Baruch. 2000

498 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/524d87da5e90c69f6a61b26df86a3555ba927b45

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In Sociology and Political Science

Citations in the corpus

Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach (2018, background): “Individuals’ narrations suggested that some of the most important skills were: self-discipline, self-motivation, ability to work on own, and good time management (Baruch, 2000; Richardson & McKenna, 2014).”
An exploration of the psychological factors affecting remote e‐worker's job effectiveness, well‐being and work‐life balance (2013, background): “These include increased job satisfaction of employees, a positive impact on productivity as measured by the quality and quantity of work produced, reduced geographic constraints on the available workforce and a higher level of commitment by employees to the employer (Baruch, 2000; Morgan, 2004).”
The time-pressure reducing potential of telehomeworking: the Dutch case (2007, background): “To finish their work, telehomeworkers may not only use up saved commuting time, but also invest part of their non-working time (Baruch, 2000; Duxbury et al., 1992; Families, 2002; Hill et al., 1998).”
Home‐based teleworking and the employment relationship (2003, background): “In contrast, for a few individuals the new way of working offered real benefits but paradoxically these were attributed, as Baruch (2000)”
The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? (2008, background): “…mode was restricted to clerical or home-based workers, today it is commonplace for professionnal-level employees to telework, with major corporations institutionalizing companywide programs in which at least a portion of every workweek is spent working in this mode (Baruch, 2000; Cummings, 2005).”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “Additionally, the subordinate and manager who teleworks or works virtually may both experience greater freedom and control (Baruch, 2000; Stephens and Szajna, 1998), enhanced discretion in how they accomplish their work (Guimaraes and Dallow, 1999; Kurland and Eagan, 1999), lower work-family conflic”
Co-workers who telework and the impact on those in the office: Understanding the implications of virtual work for co-worker satisfaction and turnover intentions (2007, background): “Research has also tended to consider teleworkers independently from non-teleworkers, and as noted by several scholars, has made only broad comparisons irrespective of how the behaviors of teleworkers might influence others (Bailey & Kurland, 2002; Baruch, 2000; Igbaria & Guimaraes, 1999).”
Achieving Effective Remote Working During the COVID‐19 Pandemic: A Work Design Perspective (2020, background): “As Baruch (2000) articulated, organizations and managers should “find new ways to manage…, develop innovative career paths, and put in place proper support mechanisms for teleworkers” (p. 46).”
Is telework effective for organizations (2012, background): “Reasons cited include working at peak efficiency hours, reducing distractions and interruptions, being in an environment conducive to increased concentration, and reducing incidental absence (Belanger, 1999; Baruch, 2000).”
Testing the Connectivity Paradox: Linking Teleworkers' Communication Media Use to Social Presence, Stress from Interruptions, and Organizational Identification (2012, background): “The rationale behind this argument is that telework may lead to isolation and uncertainty regarding the relationship with the organization (Baruch, 2000) and that a reliance on mediated communication presents an obstacle to teleworkers’ enactment of organizational identities (Thatcher, Doucet, &…”
The inclusion challenge with reduced‐load professionals: The role of the manager (2008, background): “These themes could also be quite relevant for managers of employees working off-site, such as teleworkers, since these arrangements are often viewed as risky for the organization unless there is trust between manager and employee (Baruch, 2000). The findings of this study also support work on newer ”
Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior (2016, background): “Some studies indeed note higher job satisfaction (Baruch, 2000), while others point to negative consequences, such as feelings of isolation.”
From anxiety to assurance: concerns and outcomes of telework (2012, background): “Greater productivity as a perceived telework outcome is widely reported in past studies (Baruch, 2000; Duxbury et al., 1998; Golden and Veiga, 2008; Hopkinson et al., 2002; Mann et al., 2000; Martinez-Sánchez et al., 2007; Tietze and Musson, 2002; Tremblay, 2003; Tremblay and Genin, 2007),…”