The Integrative Value Proposition for Telework
Chapter 9: Telework Implementation: The Organizational Perspective
9. Telework implementation: the organizational perspective The successful implementation of telework at the organizational level is important because such programs can inﬂuence employee morale, retention, productivity, and ultimately ﬁrm-level performance. Eﬀective telework implementation at the organizational level will also inﬂuence the success of employee-level telework implementation by creating the appropriate environment for teleworking, thus increasing the growth of the virtual workplace. As discussed in Chapter 6 on tracking telework from the organizational perspective, the success of organizational telework programs will inﬂuence the extent to which organizations can capture emission credits from employee commute reductions. These credits may also have a direct impact on the bottom line. Implementing telework from the organizational perspective can involve both induced and autonomous programs. A business undertaking an autonomous telework program encourages its employees to express their interest in participating in telework. Induced telework programs are much more top-down, in that they start at the strategic HR level and ﬁlter down through the organization. In either case several factors will inﬂuence successful implementation. We place the factors involved in a company’s implementation into ﬁve broad categories: job selection, employee selection, the design of the program, evaluation concerns, and the management of virtual teams. In this chapter we explore these ﬁve categories and oﬀer suggestions for improving organizational telework implementation within each category. TELEWORK JOB SELECTION In implementing a telework program, an organization is usually aware that some jobs are better suited to this work arrangement than others. Just as...
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