Inditex

First , in this paper, the concepts, benefits and challenges of telework are cited, then we have discussed about telework, the particular issue that controlled by managers who telework is the most challenging issues facing by them. Given that teleworking employees used to work in various places other than the main organization, and they are not visible by their supervisors and managers, consequently they are monitored and controlled by managers differently rather than the normal staff. According to research, employees who telework, can experience significantly fewer institutional controls rather than ordinary workers. Whereas that of corporate control of telework satisfaction has a positive impact. But this control should be informed, because the bureaucratic control, including providing detailed work instructions, has a negative impact on telework. In the end , for teleworking the three -stage process model is proposed , the relationship between managersemployee with appropriate controls in each of the three stages have been expressed, and with the items required by teleworkers and managers, the route could expedite this process, while using appropriate controls.

Journal of Organizational and End User Computing, 2000

Information technology (IT) is enabling the creation of virtual organizations and remote work practices. As this practice of working remotely grows, so does the importance of making these remote end-users of technology effective members of organizations. This study tested a number of relationships that were suggested in the literature as being relevant in a remote work environment. Interpersonal trust of the employee in their manager was found to be strongly associated with higher self-perceptions of performance, higher job satisfaction and lower job stress. There was weak support for the impact of physical connectivity (i.e., the availability of IT) on job satisfaction, supporting the enabling role of IT. These findings were similar for both remote employees (i.e., those that worked in a different building than their managers) and non-remote employees. However, more frequent communications between the manager and employee was associated with higher levels of interpersonal trust only with the remote workers. Cognition-based trust was also found to be more important than affect-based trust in a remote work environment, suggesting that managers of remote employees should focus on activities that demonstrate competence, responsibility and professionalism.

Organizational Dynamics, 2009

Working remotely or working does not have to be an office solution when a job is not possible to do at work. Working remotely is also intended to provide flexibility for employees in completing their work anywhere and anytime, with the use of modern communication and information technology. For agencies / companies, productivity and operational efficiency are the driving force for implementing flexible work. Free work has beneficial opportunities for employees and organizations through the support of positive work behaviors such as commitment, motivation and job satisfaction, and good performance. However, remote work or free work is not yet fully acceptable.

International scientific conference "New Challenges in Economic and Business Development – 2021: Post-Crisis Economy" : Proceedings, 2021

Global pandemic COVID-19 has increased the level of digitalization which allows public and private sector organizations in the world to employ people remotely outside office premises and crossing borders of the world. Remote work is one of the new employment forms caused by the impact of digitalization, which keeps conquering and strengthening the positions on our daily professional lives. It means extended use of different new employment forms, including the digital transition of administration processes and business management, improvement of digital skills and competences, contributing to development of areas of services and products with higher benefit (Breaugh, Farabee, 2012). Research aims to study basic principles and tendencies of remote work organization based on theoretical aspects, draw conclusions and elaborate proposals for improvement of remote work. In order to achieve the goal, the tasks are as follows: 1) provide the explanation of remote work organization; 2) descr...

Journal of System and Management Sciences, 2023

Chychun, V., Chaplynska, N., Shpatakova, O., Pankova, A., & Saienko, V. (2023). Effective management in the remote work environment. Journal of System and Management Sciences, 13(3), 244-257. DOI:10.33168/JSMS.2023.0317 (Scopus) The pandemic has forced companies, educational institutions, and workers worldwide to switch to remote work. Nevertheless, thanks to modern technologies, even those spheres that cannot exist online can quickly transfer their work to remote mode. Accordingly, such a not new phenomenon as the hybrid mode of work became increasingly widespread. Post-quarantine hybrid remote work models are relevant in studying the future of management organisations and implementing managing functions. Today, the research on the topic and the legislative field shows the imperfection of normative legal acts regarding interpreting the remote form of activity. This creates a basis for contradictions, determining the relevance of researching this topic. The study aims to determine the level of management efficiency and the problems of its providing in remote work mode. The efficiency level of the primary management functions of planning, organisation, motivation and control in remote work was defined by surveying employees of educational institutions, IT companies and trade enterprises. The methodology for assessing management effectiveness in remote work is proposed, and the main problems of ensuring such efficiency in the context of state and commercial companies are identified.

Journal of Organizational and End User Computing, 1998

IEEE Transactions on Engineering Management, 2000

Today, with the increasing proliferation of telecommuting in firms, information technology managers are confronted with yet another challenge of what telecommuting technologies and services to offer and to whom these technologies and services should be offered. This study intends to identify the telecommuters' patterns of usage of computer and communication technologies based on their background, employment, residential, and occupation characteristics. Based on a sample of 375 responses, this study finds that all of these factors can help to explain the usage of computer and communications technologies. The implications of the findings for researchers and technology managers are discussed. Index Terms-Telecommuters' background, employment, residential, and occupational characteristics, telecommuting, usage of computer and communication technologies for telecommuting. I. INTRODUCTION T ELECOMMUTING has the capacity of redrawing the geographical and organizational boundaries of the traditional, centralized enterprise. It enhances individual autonomy, control, flexibility, convenience, and family togetherness, and it improves flexibility in work arrangements that, in turn, results in higher productivity [2], [8], [38], [52]. USWest Communications, for example, reported that the productivity of telecommuters increased, some by as much as 40%. Further, the company reported savings of $4000-$21 000 annually per telecommuter in terms of space, reduced absenteeism, and retention of workers who might otherwise have left the company [49]. 1 2 A recent survey of Fortune 1000 executives, released by General Services Administration, reported that 92% of the executives with telecommuting experiences said it produced some advantages for their companies. Fifty-eight percent cited increased productivity, 61% reduced absenteeism,

Sustainability, 2022

Remote work has been of interest to managers since the implementation of new information and communication technologies (ICTs). During the initial period, it was treated as an employee’s privilege or even a luxury and as such it was not a popular practice. The COVID-19 pandemic and the intervening period have changed attitudes toward remote work, as it became a necessity for many organisations. However, in connection with its use, many new, previously unknown problems have arisen, such as: the organisation of remote work, the supervision and monitoring of work performance, and employee support. The present research was conducted using a standardised questionnaire computer-assisted telephone interview (CATI) method in May–June 2021 on a population of 248 enterprises, divided into micro, small, medium-sized and large entities. The research data were collected during the COVID-19 pandemic which, on the one hand, provided an exceptional opportunity to fill in the theoretical gaps that w...

…, 1999