Telework Considerations for Public Managers with Strategies for Increasing Utilization

Communications of the IBIMA

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Frederick C. Day 1 and Mark E. Burbach 2

 

1 Department of Agricultural Leadership, Education and Communications University of Nebraska— Lincoln, Nebraska, U.S.A

2 School of Natural Resources, University of Nebraska—Lincoln,  Nebraska, U.S.A

Volume 2011 (2011), Article ID 880212, Communications of the IBIMA, 18 pages, DOI: 10.5171/2011.880212

Received date : ; Accepted date : ; Published date : 14 October 2011

Copyright © 2011 Frederick C. Day and Mark E. Burbach. This is an open access article distributed under the Creative Commons Attribution License unported 3.0, which permits unrestricted use, distribution, and reproduction in any medium, provided that original work is properly cited.

Abstract

Literature was reviewed to investigate the extent of teleworking in public organizations and to identify management strategies to encourage telework utilization. The benefits of teleworking are contrasted with its challenges. Concepts grounded in Expectancy Theory, Leonard, Beauvais and Scholl’s (1999) Meta-theory of Work Motivation, and to a lesser extent McClelland’s Needs Trichotomy (Mc Clelland, 1966) are integrated to provide support for high performance telework management strategies. These strategies include developing an inventory of diverse team skills and competencies, promoting cognitive diversity, utilizing a collaborative management style, promoting trust and unity, facilitating the use of collaborative technology, introducing interdependence to tasks, and implementing a fair reward system. Finally, conclusions with implications for management and suggestions for future research are offered.

Keywords: Teleworking, Telecommuting, Virtual Teams, Management Strategies