| Telework is a virtual work arrangement that allows employees to perform their job duties beyond the confinements of the 9 to 5 office space, by means of telecommunications or computer technology. Despite the professed advantages of telework, it has still not been embraced by some managers as an effective substitute for traditional work arrangements. Research to date has typically combined managerial and employee perspectives on telework. Therefore, the effects of telework from a managerial perspective only are not clear. The purpose of this qualitative single case study was to describe mid-level managers' perspectives and lived experiences of telework, and to gain more of an understanding of why some managers are reluctant to accepting telework as an alternative to traditional work arrangements. Data collected was triangulated through a written survey questionnaire, focus group interview, and semi-structured face-to-face interviews to provide insight to explore the research questions. The study's sample size consisted of 8 mid-level managers from large corporations in Atlanta, GA, 25 years or older, who supervise telework and non-telework employees and have diverse management and business skills. Purposeful sampling was used to select the most desirable management participants from the areas of human resources, information technology, finance and accounting, and business management. The collected data were thematically analyzed and then coded for key words and reoccurring phrases using the NVivo software. Six themes emerged from the data analysis. The findings suggest that telework increases employee productivity and job satisfaction, and creates non-teleworker envy. Findings further suggest that telework increases work-life balance, promotes employee retention, and is an attractive employment incentive. The lack of face-to-face interaction and direct performance monitoring were identified as two prevalent challenges of supervising telework employees. Recommendations for future research include duplication of this study on a larger scale, to all levels of organizational management and across other geographical areas in other states. In addition, other possible directions include a gender-focused approach to this study and duplication of this study in a particular profession. Examining the extent to which telework impacts employee promotion opportunities and potential may also shed light on the telework paradigm. This study contributes to better understanding of the effects of telework, from a management only perspective, and paradoxical findings in telework research. |
