Technological change has permitted organizations to design jobs in different ways and control work performed in remote locations. This article examines how telework can be used to provide benefits to organizations and their members. In it I present the findings of a study of a large Canadian financial services organization preparing to introduce telework into its sales and customer service operations. These findings highlight the role of expectancy in forming attitudes toward telework, most importantly: the extent to which face-to-face communication prevents important social needs from being satisfied and prevents workers from developing a sense of belonging and commitment to the organization; and the belief that telework will bring improved performance results by creating a work environment with fewer distractions and new, more objective performance measures based on output. This exploration of individuals’ willingness to telework is apt because it points to potential sources of resistance to the implementation of new technologies of production and control in the workplace.
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