Managers’ Perceptions of Telework in Relation to Work Environment and Performance

Abstract

The study aimed to investigate managers’ perceptions of telework in relation to the work environment and the performance of their organizations. It was grounded on interviews with 17 managers from public and private organizations in Sweden using a phenomenographic research approach. The managers had experience in leading employees who teleworked, and their contact information was provided by the organizations. The results showed that managers perceived that telework led to more focus on delivery at work. When telework enabled working undisturbed and getting more work done, employees started to question the need to come to the workplace. Further, some employees changed their behaviors at the workplace; they tended to close their office doors to avoid distractions. Others valued social activities when working at the workplace. Managers also reported that telework could make small close-working teams even closer, but they could lose contact with others outside the teams. In addition, telework led to quicker but less informed decisions, which may benefit productivity in the short term but not in the long term. The findings of the study highlight managers’ perspectives on the consequences of telework in an organization, which is important for maintaining organizational sustainability.