The telework kit: making telework a success: a guide for leaders, managers and employees

Telework, as part of flexible workplace practices, has many proven benefits including attracting and retaining valued staff and capturing productivity benefits. Understanding how telework might add value to your organisation, the right course of action when dealing with requests for telework arrangements—including consideration of compliance with workplace agreements and legislation—as well as how to balance the needs of all parties involved, will help you to realise these benefits. With this guide you can: –    understand how telework fits into the strategic intent or value proposition of your organisation –    understand the organisation-wide implications of including telework in your flexible workplace practices –    learn more about the process for implementing telework arrangements –    identify the success factors for implementation of telework –    make or assess a request to telework and review a telework agreement. Who should use this guide? –    managers implementing telework as part of your organisation’s flexible workplace practices –    employees who wish to telework –    human resources and Information Technology (IT) staff working with managers to implement telework arrangements for employees. What’s in this guide? –    an overview of telework and its benefits –    an understanding of the skills and capabilities required of managers and employees when including telework in their flexible workplace arrangements –    tools to help managers, employees and teams plan, assess, implement and review telework arrangements

Work-Life Balance: Perceived Differences of Teleworkers and Non-Teleworkers

As the growth in the number of dual-career couples continues, couples attempt to balance the demands of career and family (Berlato & Corrêa, 2017). A healthy work environment potentially supports a positive work-life balance for employees. Supportive work environments increase morale, job satisfaction, job retention, productivity, as well as a fulfilling family life (Molla, 2015). Failure to assist employees with finding work-life balance risk the loss of a positive work environment for a company’s employees and the entire organization. Therefore, this human capital study seeks to build on the current research surrounding assisting organizations to find work-life balance for their telework employees. This study surveyed teleworkers and non-teleworkers to compare perceived differences of work-family conflict, family-work conflict, and role overload. Supported by Emery and Trist’s (1969) Sociotechnical Systems Theory, and DeSanctis and Poole’s (1994) Adaptive Structuration theory, this study sought to determine differences between telework and work-life balance. Using an ANOVA to compare the teleworkers and non-teleworkers, the study analyzes the participants’ (N = 68) answers of the Work-Family Interface Scale. The study did not find a statistically significant difference between teleworkers and non-teleworkers’ work-life balance. Recommendations include conducting this study with a larger population and using additional demographic data as independent variables

The Virtual Professor and Online Teaching, Administration and Research: Issues for Globally Dispersed Business Faculty

Changes in the manner in which universities are delivering education are revolutionary. Learning spaces are changing, online learning is increasing, the demand for more flexible learning continues to grow, and the skill set for academics is expanding. Recruitment and retention of academic staff to work in this type of context creates a range of challenges for universities. With a global shortage of quality academic staff, an ageing academic workforce and a younger cohort of casual academic staff looking to leave the sector, institutions may need to consider other ways of attracting staff beyond the traditional manner of resident faculty. One staffing model involves having permanent academic staff positions which are virtual. This case study reports on the experience of a professor in a university’s business faculty working remotely in a foreign country. The experience of working virtually was successful across teaching, research and administrative dimensions. Reasons for this success related to the intrapersonal competencies and work preferences of the professor and the technology rich environment of the university. Maintaining communication richness with colleagues were noted challenges. Educational management and administration of these staffing arrangements offer new ways for universities interested in internationalizing its business

Faculty Senate Agenda, January 31, 2022

Agenda Call to Order - Boyd Edwards University Business - Frank Galey, Provost Information Education Policies Committee – December 2, 2021 - Paul Barr General Education Subcommittee Academic Standards Subcommittee Curriculum Subcommittee IChange Aspire Efforts - Claudia Radel Reports Council on Teacher Education Annual Report | One Pager - Kimberly Lott Scholarship Advisory Board Annual Report - Craig Whyt

The effects of telework on employees' health

The COVID-19 pandemic forced a large number of people into telework. The change of working conditions was not done with the help of specialists or with the support from employers, resulting in improvisations that had negative consequences for employee health. The survey conducted by the Bureau of Social Research at the end of 2020 measured the impact of work from home on various health problems and body organs. The results clearly show a deterioration of the bones, muscles and joints, the mental system, the stomach, the eyes and the heart for an important segment of the employees. The most vulnerable people were those aged 40-60, PhD graduates, domiciled in medium and small cities, employed by the state in areas that had the greatest difficulties in adapting to digitization and working on online platforms: culture, education, public administration. As experts say that working from home will continue in the coming years even after the pandemic disappears, the deterioration of employees' health will intensify

Management of Virtual Offices

Many organizational leaders manage virtual employees without the specific training and experience required for leading a virtual organization, which can lead to billions of dollars in lost productivity. The purpose of this multiple case study was to explore strategies managers used to manage a virtual office. The target population consisted of 4 managers located in the mid-Atlantic region of the United States who had a minimum of 2 years of experience managing virtual offices. The conceptual framework for this study was social exchange theory. Data were collected using semistructured interviews and a review of company documents. Data were analyzed using manual coding and a qualitative data analysis software; member checking and triangulation were used to enhance validity. Key themes emerged from data analysis related to management strategies: communication, leadership, and developing relationships. The results of this study might contribute to social change by supporting managers of virtual offices in reducing organizational travel costs and energy use, and supporting work-life balance through virtual business practices

Faculty Senate Agenda, February 28, 2022

Agenda Call to Order- Boyd Edwards Approval of Minutes – January 31, 2022 University Business- Noelle Cockett, President | Frank Galey, Provost Information Educational Policies Committee – February 3, 2022- Paul Barr USU Internal Audit Services- Jodi Bailey Reports Parking and Transportation Committee Annual Report- Tracy Hulse Sustainability Council Annual Report- Alexi Lamm Old Business Faculty Code 402 Track Changes | Final Version (second reading)- Scott Hunsaker New Business Faculty Code 401 Track Changes | Final Version (first reading)- Scott Hunsaker Faculty Senate President Elect Process and Nominee Submissions- Boyd Edward