The role of relationships in understanding telecommuter satisfaction

By Timothy D. Golden. 2006

358 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8acb207c3daafd1b94255e54cbfd5b844f1817a5

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Communication and Teleworking: A Study of Communication Channel Satisfaction, Personality, and Job Satisfaction for Teleworking Employees (2018, background): “To date, it is unclear how the benefits and disadvantages impact teleworker’s overall job satisfaction, with some studies suggesting a positive relationship, and others finding a curvilinear relationship between teleworking and job satisfaction (Cooper & Kurland, 2002; Golden, 2006; Golden & Viega, ”
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): “…upon research which has found a negative relationship between telework and co-worker relationships in terms of team-member exchange quality (Golden, 2006b), future researchers may find it insightful to investigate issues pertaining to interpersonal trust between teleworkers and in-office…”
From anxiety to assurance: concerns and outcomes of telework (2012, background): “Indeed, social interactions with other colleagues provide an important base for professional development (Dahl and Pedersen, 2004; Lal and Dwivedi, 2009), greater productivity (Neufeld and Fang, 2005), and for job satisfaction (Golden, 2006; Golden and Veiga, 2008).”
Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach (2018, methodology): “Altogether, it was indicated that remote e-working may decrease how emotionally exhausted individuals feel (Golden, 2006a; Redman et al., 2009).”
What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange (2014, background): “For these reasons, employees with higher-quality TMX are likely to experience higher levels of satisfaction (Golden, 2006; Liden et al., 2000).”
Do new ways of working increase work engagement (2018, methodology): “, 2010), or between telecommuting and the quality of co-worker relationships (Golden, 2006).”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “Moreover, research on teleworkers points to similar challenges to exchange clarity (Bailey and Kurland, 2002; Golden, 2006b), indicating that exchanges which occur between the subordinate and their manager who teleworks or works virtually are prone to greater misinterpretation and are generally…”
The link between national paid leave policy and work-family conflict among married working parents (2014, neutral): “Research from a leadership perspective has further documented that individuals who report a high quality leader-member exchange with their supervisors also report less work-family conflict (Bernas & Major, 2000; Golden, 2006; Major, Fletcher, Davis, & Germano, 2008).”
Does Telework Stress Employees Out? A Study on Working at Home and Subjective Well-Being for Wage/Salary Workers (2019, methodology): “Moreover, the positive effect of telework on work–life balance is larger for those who work at home more extensively, stay for longer periods, and have more family responsibilities (Golden 2006; Shockley and Allen 2007).”
The role of organisational support in teleworker wellbeing: a socio-technical systems approach. (2016, background): “Each of these studies reported a relationship between support for teleworkers and either positive telework outcomes, including satisfaction (Golden, 2006; Golden and Veiga, 2005), or absence of negative telework outcomes.”
The Isolation of Online Adjunct Faculty and Its Impact on Their Performance (2011, background): “Golden (2006) asserts that managers should organize face-to-face activities with their telecommuting workers in order to strengthen socioemotional bonds within the organization. If meeting in person is not possible, management must find ways to create a personalized rapport with each virtual worker ”
The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. (2007, background): “…between telecommuters and other organization members (Daft & Lengel, 1986), and, thus, the diminished social presence (Short, Williams, & Christie, 1976) telecommuters have weakens the interpersonal bonds they have with their coworkers or supervisors (Golden, 2006b; Nardi & Whittaker, 2002).”
How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings (2015, background): “…of telecommuting has been positively associated with organizational commitment and negatively associated with intent to leave the organization, such that more extensive telecommuting has been associated with greater commitment to the organization and lower turnover intentions (Golden, 2006a).”