New to HR? Templates, tools and development to make you a seasoned pro in no time.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
As telecommuting and other forms of virtual work become increasingly popular, what happens to the workers who are left behind in the office? A new study by a management professor at Rensselaer Polytechnic Institute suggests that the greater the prevalence of teleworkers in an office, the less others in the office are apt to be satisfied with their jobs, with a corresponding decrease in the probability that they will remain with the company.
Telecommuting or "telework" entails working some portion of the week away from the conventional workplace—typically from home—and communicating via computer-based technology. Today, about 37 percent of U.S.-based and foreign companies offer flexible work arrangements such as telework, and these programs are growing at 11 percent per year, according to the Society for Human Resource Management.
The Rensselaer study found that factors that may add to the disgruntlement of non-telecommuters in an office include the amount of time co-workers telework, the extent of face-to-face interactions and the amount of job autonomy given to employees. The findings were published in a recent issue of the journal Human Relations.
While reasons for the adverse impact on non-teleworkers’ satisfaction are varied, study author Timothy Golden, associate professor in the Lally School of Management & Technology at Rensselaer, says it potentially could be attributable to:
“It may be that with a greater prevalence of teleworkers in a work unit, non-teleworkers may find it less personally fulfilling to conduct their work due to the increased obstacles to building and maintaining effective and rewarding co-worker relationships,” Golden says.
Bridging the Gap
Golden suggests that managers might be able to help mitigate some of the adverse impact by:
“Organizational decision makers need to take into account the broader impact of telework on others in the office, particularly within team-based work environments, and exercise caution when implementing or expanding this work mode based purely on individual desires to telework,” Golden says.
Stephen Miller is manager of SHRM Online's Compensation & Benefits Focus Area.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Talent Attraction Study: What Matters to the Modern Candidate
SHRM Annual Conference & Exposition
SHRM’s HR Vendor Directory contains over 3,200 companies