As more companies and employees become involved in telecommuting, researchers and managers will need to understand the effects of this relatively new working arrangement on the work perceptions and behaviors of the individual telecommuter. The extant empirical literature provides mixed results and is limited by a lack of theory; consequently, neither researchers nor managers can rely on this literature for clear direction on how telecommuting will likely affect individual telecommuters. There is a critical need for theoretical frameworks to guide research on how telecommuting may affect the telecommuter’s job perceptions, working relations, and work outcomes. We present a multi-dimensional framework of telecommuting design, and focus on how telecommuting design may affect the telecommuter’s work environment and outcomes through its effects on the social system of the telecommuter, autonomy and self-management opportunities and requirements, and role boundaries, particularly in terms of the work and non-work interface. Our goal is to provide a framework to assist managers and researchers in systematically addressing questions of how to design telecommuting arrangements to maximize their potential benefits while minimizing their potential drawbacks.
Allen, D.G., Renn, R.W. and Griffeth, R.W. (2003), "THE IMPACT OF TELECOMMUTING DESIGN ON SOCIAL SYSTEMS, SELF-REGULATION, AND ROLE BOUNDARIES", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 125-163. https://doi.org/10.1016/S0742-7301(03)22003-X
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