A Within-Person Examination of the Effects of Telework

By Ronald P. Vega, A. Anderson, Seth A. Kaplan. Journal of business and psychology, 2014

220 citations recorded by the source corpus.

The purpose of this study was to examine telework using a within-person research methodology and to broaden the typical outcomes investigated in regards to telework. Data were obtained from a large U.S. government organization from both supervisors and non-supervisors. Surveys were completed on five consecutive workdays when employees were either teleworking or not (n = 180). On average, employees teleworked 2.13 days during data collection. Employees generally have a more positive work experience while teleworking. They report higher levels of job performance and job satisfaction, and did better on an objective creative task when teleworking. Research findings can vary in magnitude and even direction when considered at different levels of analysis. The results of this study support the generally positive findings about telework from between-person research at the within-person level. Managers can utilize this information to appropriately consider when employees need to be in the office and when teleworking is a viable alternative. This is the first study to examine telework from a within-person perspective using modern teleworking employees. In addition, the outcomes associated with telework were expanded to include a broader conception of performance (i.e., creative performance). By using a within-person methodology, we can more comprehensively understand the phenomenological experience of telework.

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

View Paper: https://www.semanticscholar.org/paper/fc004c5a0547dc2d333a923aa980bd4e217fa752

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In Organizational Behavior and Human Resource Management

1. Liisa Mäkelä
2. Jussi Tanskanen
3. Riitta Viitala

In Social Psychology

1. Liisa Mäkelä
2. Riitta Viitala
3. Jussi Tanskanen

In Sociology and Political Science

1. Liisa Mäkelä
2. Riitta Viitala
3. Jussi Tanskanen

Citations in the corpus

• Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, result): “2006) self-report measurements are common in performance research (e.g. Snape & Redman 2010; Vega et al. 2015) and have also been shown to be acceptably consistent with performance ratings made by a superior (see e.”