Telework in the Federal Government: The Overview Memo

Flexible Work Arrangements (FWAs) alter the time and/or place that employees work on a regular basis in a manner that is manageable and predictable for both employees and employers.1 Telework, also called telecommuting, refers to an FWA that enables an employee to work from an alternative place to the employer’s usual worksite, typically home or a satellite work center. Telework technically refers to work performed with the use of a telecommunications connection to the workplace (e.g., computer, telephone), but the term is als

Public Policy Platform on Flexible Work Arrangements

On May 13, 2009, Workplace Flexibility 2010 released a comprehensive set of policy solutions to expand Americans’ access to flexible work arrangements such as compressed workweeks, predictable schedules, and telecommuting. Flexible Work Arrangements (FWAs) alter the time and/or place that work is conducted on a regular basis - in a manner that is as manageable and predictable as possible for both employees and employers. FWAs provide: Flexibility in the scheduling of hours worked, such as alternative work schedules (e.g., non-traditional start and end times, flex time, or compressed workweeks) and arrangements regarding overtime, predictable scheduling, and shift and break schedules; Flexibility in the amount of hours worked, such as part time work, job shares, phased retirement or part year work; and Flexibility in the place of work, such as working at home, at a satellite location or at different locations

Telework in the European Union

This report examines the phenomenon of telework in the EU – particularly in the context of the European Framework Agreement on Telework, which was signed by the peak social partners in July 2002. The report first assesses the incidence of telework across the 27 EU Members States and Norway, highlighting the overall increase in telework usage. It goes on to examine the regulatory framework for telework, with a particular focus on the European Framework Agreement’s implementation in the context of national industrial relations systems and given the unique nature of this autonomous agreement. The report also looks at issues concerning the employment and working conditions of teleworkers – such as health and safety, data protection, access to training and the voluntary nature of telework. It concludes with an overview of the social partners’ position on telework

Virtual Leadership: Required Competencies for Effective Leaders

There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, or social groups. In these communities, face-to-face meetings and close personal interaction have dominated the way leaders interact with their members. However, with the advent of the internet and the host of communication tools that followed, teams today are becoming increasingly dispersed and diverse. Studies are now being done to understand how leadership has or should evolve in order to meet the changing needs and demands of these new and different communities. Some argue that leadership in the virtual environment is simpler as fewer tools are available to virtual leaders. Others may argue that access to fewer tools makes virtual leadership more complex and challenging than traditional leadership. This paper will explore leadership in virtual settings and how it’s changing as more teams move away from traditional team environments. I’ll review the responsibilities and roles of virtual leaders in an effort to better highlight the core competencies needed in today’s virtual settings. I’ll also look at competencies required of global virtual leaders and I’ll address how these competencies can be cultivated to ensure leaders are more effective in leading teams in these new environments

Using Input from Administrative Staff to Make Cost-Effective Decisions for Telecommuting, Technology, and Productivity during the COVID-19 Era

The purpose of this research was to examine if collaborative technologies enhance productivity in the face of remote work during the COVID-19 era using the diffusion of innovation framework. Dothan Housing is a Moving to Work (MTW) Expansion Agency under the Landlord Incentive Cohort #3. This means the agency was granted certain flexibility to pursue innovation. This research study used a post-positivist philosophy and a quantitative research design to investigate the thoughts, opinions, and feelings of Dothan Housing administrative staff about their experience with telecommuting during the COVID-19 pandemic. The participants were selected from among Dothan Housing staff who were eligible for telecommuting and were invited to participate in the study via email, with an option to consent or not consent to participate. Those who consented were directed to an online informed consent form and completed the study through an online survey. This survey was conducted twice with a total sample size of 13 in 2021 and 22 in 2022 respectively. The data collected was analyzed using statistical techniques, and the results were used to explore the relationship between telecommuting and various factors such as job satisfaction and work-life balance. The limitations of the study included the potential for self-selection bias and the reliance on self-report data. In conclusion, this study found that although the use of collaborative technologies did not necessarily lead to higher productivity levels for Dothan Housing, staff supported using such technologies to facilitate cross-functional collaboration and break down silos within the organization. However, using certain technologies, such as social media, may be perceived as a distraction by some employees. The impact of education level and experience with technology on the use of such technologies warrants further study. The sample size of this study may not be generalizable to other organizations

Exploring Leadership Communication Strategies for Supporting Telework Employee Services Productivity and Job Satisfaction

The practice problem centered on the need for organizations to implement effective leadership communication strategies that can support teleworking employees\u27 job satisfaction and service productivity. In this qualitative case study, the significance of effective communication strategies between a behavioral health leader (BHL) and her employees in a telework setting was explored. The aim was to enhance service productivity and employee satisfaction in a behavioral health organization located in the southeastern region of the United States. The Baldridge Framework was used to assess and improve organizational performance, including leadership communication strategies. Data were gathered through multiple interviews with BHLs for 9 months and archival data. Findings indicated that effective communication, leadership, barriers, social isolation, time management, discipline, supportive workplace, and balance can support teleworking employees\u27 job satisfaction and service productivity. The results can inform leaders and organizations on effective communication with remote employees and the strengths and limitations of different strategies. Recommendations should be developed and implemented strategically over 6 months to 1 year. This study contributes to positive social change by establishing organizational structures, quality improvement objectives, and effective communication practices to enhance service productivity and employee satisfaction in telework settings while promoting compliance expectations

Information Outlook, October 2003

Volume 7, Issue 10https://scholarworks.sjsu.edu/sla_io_2003/1009/thumbnail.jp

Lighting, well-being and work performance: A review of the literature

Commissioned White Paper Report for Philips International

Leadership in a Changing World

Leadership in a Changing World - A Multidimensional Perspective investigates the multi-dimensional aspect of leadership by exploring different perspectives and practices as well as existing theories of effective leadership in a changing world. Chapters address such topics as the connection between leadership, innovation, and creativity, venture leadership, e-leadership, digital leadership, and more. Beyond understanding the nature of effective leadership, this book examines the nature of leadership focusing on what we know and how we know it