Where’s the Remote? Face Time, Remote Work, and Implications for Performance Management

[Excerpt] Yahoo CEO Marissa Mayer’s ban on telecommuting and the subsequent uproar over that decision highlights the need for a deeper understanding of the impact of remote work. Although it would prove comforting to assert that the peer-reviewed findings of the social and managerial sciences are in accord as to the benefits of telework in the face of the discord among organizational leaders, the reality is that little such agreement exists. Consequently, the proponents of remote work in management and HR are given little support in defense of such potentially large-scale initiatives or interventions. To that end, what follows is a discussion of the relative merits of remote work, as compared to the traditional conception of work, and an exploration of the practical implications for HR practitioners in performance management and employee evaluation

New Jersey's Growing Remote Workforce and the Skill Requirements of Employers

Highlights factors driving the rise in remote work jobs, the ways remote work is affecting the workplace, and the skills workers need to be effective in remote work environments

Virtual Teams: Work/Life Challenges - Keeping Remote Employees Engaged

Remotely located employees are quickly becoming a norm in the modern workplace in response to evidence that telecommuters save on costs and produce more efficiently. There are many intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters are more satisfied with their work/life balance and report lower rates of job burnout. Though there are also many well-identified setbacks remotely located managers and employees may face. Employers see the most success with telecommuting by first recruiting the people best fit to fill these remote roles. However, the process of developing remote employees is a process that requires constant monitoring. The purpose of this paper is to identify the best practices being used by companies to keep remote employees engaged while simultaneously avoiding burnout

Dealing with mobility: Understanding access anytime, anywhere

The rapid and accelerating move towards the adoption and use of mobile technologies has increasingly provided people and organisations with the ability to work away from the office and on the move. The new ways of working afforded by these technologies are often characterised in terms of access to information and people ‘anytime, anywhere’. This paper presents a study of mobile workers that highlights different facets of access to remote people and information, and different facets of anytime, anywhere. Four key factors in mobile work are identified from the study: the role of planning, working in ‘dead time’, accessing remote technological and informational resources, and monitoring the activities of remote colleagues. By reflecting on these issues, we can better understand the role of technology and artefact use in mobile work and identify the opportunities for the development of appropriate technological solutions to support mobile workers

Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach

The practice of remote e-working, which involves work conducted at anyplace, anytime, using technology, is on the increase. The aim of this systematic literature review is to gain a deeper understanding ofthe association between remote e-working, within knowledge workers, and the five dimensions of well-being at work: affective, cognitive, social, professional, and psychosomatic. Sixty-three studies employingquantitative, qualitative and mixed-method designs have been included in the review. Findings indicate that we know more about remote e-workers’ affective state and their social and professional life than we know about their cognitive functioning and psychosomatic conditions. Whilst the research indicates a positive focus there are some negative aspects of this way of working which are highlighted within this review; such as social and professional isolation, and perceived threats in professional advancement. This review may be of great importance for academics, to continue the theoretical advancement of research into remote e-working, and practitioners, to implement and manage remote e-working attitudes and policies more effectively

Remote sensing in operational range management programs in Western Canada

A pilot program carried out in Western Canada to test remote sensing under semi-operational conditions and display its applicability to operational range management programs was described. Four agencies were involved in the program, two in Alberta and two in Manitoba. Each had different objectives and needs for remote sensing within its range management programs, and each was generally unfamiliar with remote sensing techniques and their applications. Personnel with experience and expertise in the remote sensing and range management fields worked with the agency personnel through every phase of the pilot program. Results indicate that these agencies have found remote sensing to be a cost effective tool and will begin to utilize remote sensing in their operational work during ensuing seasons

Identification of cognitive factors related to remote work performance using closed circuit TV displays

Operator perceptual cognitive styles as predictors of remote task performance were identified. Remote tasks which require the use of servo controlled master/slave manipulators and closed circuit television for teleoperator repair and maintenance of nuclear fuel recycling systems are examined. A useful procedure for identifying such perceptual styles is described

Assigned responsibility for remote robot operation

The remote control of robots, known as teleoperation, is a non-trivial task, requiring the operator to make decisions based on the information relayed by the robot about its own status as well as its surroundings. This places the operator under significant cognitive load. A solution to this involves sharing this load between the human operator and automated operators. This paper builds on the idea of adjustable autonomy, proposing Assigned Responsibility, a way of clearly delimiting control responsibility over one or more robots between human and automated operators. An architecture for implementing Assigned Responsibility is presented