Effects of Telework and Remote Management on Job Performance Outcomes

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Jensen, Gavin Michael
Job Performance; Mobile Work; Remote Management; Telecommuting; Telework
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The purpose of this study is to investigate how an employee's work mode (i.e. full-time telecommuter, full-time office worker, or mobile worker) affects manager ratings of job performance, salary increases, and job promotions. The study involves a longitudinal investigation of 16,436 employees over a four-year span at a large high-tech company. Results indicate that while work mode has no main effect on job performance ratings, full-time office workers receive more pay increases and job promotions than mobile workers. Additionally, employees who reported to the same office as their manager received higher performance ratings than those who were managed remotely. Finally, employees who had a telecommuting manager received lower pay increases and fewer promotions than employees who had a traditional office manager. While these main effects of manager work modes were found, no interactions of employee work mode and manager work mode on employee job performance outcomes were found. This study has implications for both employees and organizations considering telework as a viable alternative to the traditional working arrangement. The results of this study can be applied towards the creation of a comprehensive telework policy that increases flexibility for both employee and organization without hindering job performance.