The Integrative Value Proposition for Telework
Chapter 3: Telework Impacts: The Organizational Perspective
3. Telework impacts: the organizational perspective Organizations implement telework for a variety of reasons, but most importantly because it can reduce costs, increase productivity, and appeal to employees (Illegems and Verbeke, 2003). However, there are also negative or neutral impacts to consider when examining the merits of telework in a workplace. Telework becomes a possibility only if management perceives that the beneﬁts outweigh the costs (Illegems and Verbeke, 2003). This chapter provides an overview of the positive, neutral and negative organizational impacts identiﬁed in the literature. These are grouped into four categories: impacts on (1) strategic HR issues, (2) operational HR issues, (3) organizational eﬃciency and (4) external stakeholders. We will repeatedly observe that many of the beneﬁts to the organization are also beneﬁts to employees and to society at large, further justifying our decision to adopt a single integrative value proposition for telework. As identiﬁed in the literature, each category contains a mix of positive, neutral and negative impacts, the impacts being classiﬁed as neutral if some research ﬁndings are positive and others negative. It is important to note (as we did with employee impacts) that a positive impact experienced by one organization may be a negative one for another. We have simpliﬁed this by classifying the impacts according to what research has found to be generally the case. STRATEGIC HR ISSUES Impacts on strategic HR issues include the long-term impacts of telework on the organization’s human capital resource base (Illegems...
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