Policies and Procedures That May Hinder Morale, Motivation, and Engagement

Policies and Procedures That May Hinder Morale, Motivation, and Engagement

Helen G. Hammond (Grand Canyon University, USA) and Shaunna Waltemeyer (Grand Canyon University, USA)
DOI: 10.4018/978-1-7998-6758-6.ch016
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Abstract

For institutions with a strong reliance on campus-based, full-time faculty, there are likely several policies and procedures that may hinder morale, motivation, and engagement for remote faculty that should be considered. The purpose of this chapter is to provide key areas of policy that administrators may want to consider in the areas of technology and equipment, faculty and student expectations, barriers to time and geography, and training and development. Key recommendations provided at the end of the chapter include developing a strategy to provide online faculty with the appropriate learning tools to deliver high-quality education via the online modality; creating a comprehensive set of policies and procedures that outline student and faculty expectations and requirements in the online classroom; integrating tools, resources, and policies that set remote faculty up for success; and supporting faculty through coaching, mentoring, and best practices.
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Literature Review

Several themes were identified in the literature related to practices, policies, and procedures for the engagement and management of remote faculty. The most prevalent themes were related to equipment (Telecommuting policy and procedure, 2019), expectations (Kezar, 2019; Telecommuting policy and procedure, 2019), training and development (Elsamanoudy et al., 2018) and performance management (Kezar, 2019), salary and benefits (Kezar, 2019), and promotion and recognition (Kezar, 2019). The Society for Human Resource Management (SHRM) identifies key factors to consider with remote workers, such as equipment needs, workspace design and security considerations, scheduling issues, and tax and legal issues (Telecommuting policy and procedure, 2019). According to the telecommuting policy and procedure put forth by SHRM, equipment provided by employees should be identified as appropriate by the employer and maintained by the employee (Telecommuting policy and procedure, 2019). Any equipment provided by the organization should be for business purposes only and maintained by the employer (Telecommuting policy and procedure, 2019). SHRM also recommends that the employer outline its expectations for the work environment and identify the costs associated with the work environment that should be placed on the employee (Telecommuting policy and procedure, 2019).

SHRM also recommends having in place a stated expectation that remote workers protect the information of the organization in the home office by using locked file cabinets and password protected equipment (Telecommuting policy and procedure, 2019). Another consideration is the importance of setting clear expectations for time worked. SHRM recommends that employers have a clear procedure for recording time worked for nonexempt employees (Telecommuting policy and procedure, 2019). Many states have tax ramifications for employees working from home, and SHRM recommends placing the responsibility on the employee for following such guidelines (Telecommuting policy and procedure, 2019).

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