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Teleworking Research

Teleworking Research

Copyright: © 2022 |Pages: 18
ISBN13: 9781799889502|ISBN10: 1799889505|ISBN13 Softcover: 9781799889519|EISBN13: 9781799889526
DOI: 10.4018/978-1-7998-8950-2.ch011
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MLA

Michael A. Brown Sr. "Teleworking Research." Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective, IGI Global, 2022, pp.182-199. https://doi.org/10.4018/978-1-7998-8950-2.ch011

APA

M. Brown Sr. (2022). Teleworking Research. IGI Global. https://doi.org/10.4018/978-1-7998-8950-2.ch011

Chicago

Michael A. Brown Sr. "Teleworking Research." In Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-7998-8950-2.ch011

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Abstract

A March 2021 survey is used to consider three hypotheses relating to working adults. Hypothesis 1 is that teleworking perceptions of leaders and employees are related in terms of promoting increased trust and improved performance. Hypothesis 2 is that a structured plan with associated resources to sustain long-term telework situations will be positively associated with program effectiveness. Hypothesis 3 is that a structured plan with associated resources to sustain long-term telework situations will be positively associated with improved performance. Presidents/CEOs (67%), upper managers (80%), and mid-level managers (75%) believe there is daily telework accountability, but the level of belief is different for those who are subordinate to them. Just 55% and 29% of supervisors and employees, respectively, share that belief. These differing viewpoints can make it difficult to manage the kind of work environment and work relationship issues that are crucial in addressing a pandemic or other crisis. In the search for shared understanding, one path to success is rules-based trust.

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