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Running head: LITERATURE REVIEW

Flexible Work and Telecommuting Literature Review


Melissa Sheldon
Siena Heights University Graduate College
March 8, 2016

LITERATURE REVIEW

Flexible Work and Telecommuting Literature Review


As technology continues to advance, opportunities for flexible work schedules and
telecommuting have become more and more popular with workers in various industries.
Economic factors, talent attraction and retention, and global competition have also contributed to
the growing popularity of flexible work scheduling and telecommuting benefits offered by
employers. These occupational benefits are tied to a healthy work-life balance, employee
satisfaction and engagement, and productivity.
Outline
The purpose of this literature review is to examine the correlation between the
occupational benefits of flexible work schedules and telecommuting in relationship to a healthy
work-life balance, employee satisfaction and engagement, and productivity using studies
published from 2010 to 2016. This paper will focus on the following research questions:

To what degree does the transition from a traditional work schedule to a flexible or
telecommuting schedule influence a workers work-life balance?

To what degree does the transition from a traditional work schedule to a flexible or
telecommuting schedule influence affect employee satisfaction and engagement?

How does the transition from a traditional work schedule to a flexible work or
telecommuting schedule influence productivity?
Literature Review

Work-Life Balance
Altindag and Siller (2014) discovered the need for progressive working methods due to
an increasingly global business context, new technologies, national and global economic crises,
rising unemployment, and increased competition (p. 1). These progressive working methods are

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people-oriented approaches in the business world, referred to as the flexibility concept (p. 1).
Employers that offer flexible working options in order to help their employees experience a
positive work-life balance also benefit from a significant increase in employee devotion and
loyalty to the company.
Hayman (2010) found that a greater number of employees either work from home or
bring work home with them from their workplace which blurs the borders between work and
home. Hayman also discusses a greater concern for an adequate work-life balance as the business
environment becomes more global. Workers employed by companies that are able to offer
flexible work scheduling along with telecommuting enjoy a balance between work and home and
experience less work-induced stress. Haymans study also found that human resource
departments looking for more comprehensive work-life balance related policies should consider
flexible work schedules. Golden (2012) reported an increasing trend of employers across various
industries offering flexible work schedules or telecommuting as an option to employees. He
indicated that the increasing trend was due in part to the view that mixing work and home helps
relieve work exhaustion and conflict between work and family (p. 255). Golden also noted that
work related exhaustion has been linked to several other negative outcomes such as lower
performance, burnout, increased turnover, and adverse health effects (p. 255).
Fonner and Stache (2012) found through qualitative research that many telecommuters
appeared to struggle with their desire for flexibility versus their need for structure. This internal
struggle was directly related to a workers work-life balance and many workers were documented
as using intentional strategies to separate their work roles from their home roles. The
telecommuters used a variety of strategies that ranged from time management, physical work
space separation, technology, and communication based strategies to separate their professional

LITERATURE REVIEW

lives from their personal lives within their home. Of the telecommuters that were interviewed,
women were more likely than men to use intentional strategies to separate their personal lives
from their professional lives, especially if there were young children in the home.
Ahmad, Idris, and Hashim (2013) reported that successfully implementing a flexible
working schedule in Europe has significantly added to the work-life balance responsibility of the
employers in both public and private sectors. Employees that took advantage of the flexible work
schedules in Europe were found to have more time to manage their family responsibilities
including providing adequate and healthy food, ensuring child safety and completing family
shopping without added stress. A positive impact on the health of individual employees was also
reported as a result of employees partaking in a flexible work schedule as opposed to a
traditional work schedule. Contributing to the research focused on employer implementation of
flexible work schedules, Carolyn Buccongello, Vice President of Microsoft Canada, stated, to
create a flexible workforce begins with leadership teams building a culture of trust and a vision
that focuses on individual results rather than how much time they spend at their desk
(Anonymous, 2011, p. 28).
Further, research conducted by Hayman (2010) found that, in general, flexible work
arrangements have a positive impact on the work-life balance of employees. However, some
studies found in Haymans research concluded that flexible work arrangements had little to no
influence on the work-life balance of employees (Hayman, 2010). Morganson, Major, Oborn,
Verive, and Heelan (2010) conducted research within one large organization that had both main
office workers and telecommuters. The telecommuters worked remotely from the main office
either at home, at a satellite office, or within a clients office. Similar to Haymans research,
Morganson, Major, Oborn, Verive, and Heelans research resulted in mixed findings when it

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came to the impact of telecommuting on the employees work-life balance. While the
telecommuters that worked from home reported higher levels of an adequate work-life balance
than the satellite office or client-based workers, their results were very similar to the main office
workers. Since telecommuters that worked from home reported similar work-life balance
findings as the main office workers, the benefit of telecommuting was narrowed to a shorter
commute. Additionally, some telecommuters noted drawbacks to working from home as opposed
to working in the main office.
Employee Satisfaction and Engagement
Greer and Payne (2014) found that there are many desired benefits of flexible work
scheduling and telecommuting for workers, employers, and society as a whole. Employers
offering flexible work scheduling or telecommuting options as occupational perks are more
competitive when it comes to attracting and retaining qualified candidates for their job openings.
Employees benefit from less travel and therefore encounter less traffic-induced stress and have
more time available to commit to work related tasks. Telecommuters were also found to have
reported more job satisfaction as a result of having more autonomy in their positions. In addition
to higher levels of job satisfaction, lower turnover rates are found within organizations that offer
these occupational benefits. Ahmad, Idris, and Hashim (2013) found that the implementation
of flexible work schedules allowed employees to carry out their job duties with less stress in a
comfortable and peaceful environment which led to an elevated level of employee engagement
and motivation. Likewise, Anonymous (2011) found that employers offering flexible work
schedules or the ability to telecommute empower their workers to do their best work no matter
where they are physically located. McNall, Masuda, and Nicklin (2010) also found that
employees experience a greater work-life balance and higher job satisfaction when employers

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offer flexible work scheduling options such as flextime and/or a compressed work week. As a
result of McNall, Masuda, and Nicklins study, employers also benefited from lower turnover
rates which appeared to be directly related to the increased job satisfaction reported by the
employees.
Richardson (2010) conducted qualitative research by interviewing the managers of
teleworkers within an organization. A total of 76 interviews were conducted as part of the
research and each interview lasted approximately 45 to 60 minutes in length. Of the 76 total
interviews, 27 interviewees had direct managerial or team leader responsibilities relating to
teleworkers. Results indicated that interview participants specifically discussed trust and how
trusting the teleworkers with full autonomy led to increased engagement as the workers were
willing to give more than 100 percent (p. 144) or put in extra hours late at night to meet
deadlines when necessary.
Morganson, Major, Oborn, Verive, and Heelans (2010) research focused on work-life
balance as well as job satisfaction within one large organization that had both main office
workers and telecommuters. The telecommuters worked remotely from the main office either at
home, at a satellite office, or within a clients office and the researchers expected the various
telecommuting statuses to indicate differences in job satisfaction. Instead, Morganson, Major,
Oborn, Verive, and Heelan found that while the telecommuters that worked from home
experienced the greatest amount of flexibility, autonomy, and appreciation of the privileged
status that telework symbolizes (p. 589), they miss the social aspect of working in the main
office with their peers. As a result, the main office workers and the telecommuters that worked
from home reported nearly identical levels of job satisfaction. The study also indicated that a
workers personality may influence their level of job satisfaction as a telecommuter based on

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their value of flexibility, autonomy, and social interaction. Similarly, Sardeshmukh, Sharma, and
Golden, (2012) found negative effects of telecommuting. The negative effects include increased
role ambiguity, less peer support, limited feedback, job burnout, decreased job engagement, and
limited access to resources. The only positive outcomes form telecommuting found indicated in
this study were reduced pressure from work, lower role conflict with coworkers, and increased
independence/autonomy. Bailey and Kurland (2002) also found very little evidence of increased
job satisfaction as a result of telecommuting since job satisfaction is difficult to define and
measure.
Productivity
The innovative people-oriented working methods described by Altindag and Siller (2014)
have allowed businesses to maintain their competitive advantage and lead their workforce to
better levels of productivity (p. 1). Brittany and MacDonnell (2012) found that productivity is
often reported as an apparent benefit of offering a telework option to employees. The reasons for
this perceived benefit include working at peak efficiency hours, reducing distractions and
interruptions, being in an environment conducive to increased concentration, and reducing
incidental absence (p. 605).
Dutcher (2012) examined the productivity of both creative and dull tasks in traditional
and telecommuting environments as it relates to an organizations bottom line. Based on
Dutchers work, it was discovered that telecommuting offers a positive productivity trend when
working on creative tasks, but a negative productivity trend when working on dull tasks. Another
study done within Microsoft Canada found that only one quarter of supervisors surveyed felt as
though employees were more productive when telecommuting while over half of the workers
surveyed felt as though they were more productive when telecommuting (Anonymous, 2011).

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Similarly, Nadler, Cundiff, Lowery, and Jackson (2010) found that employers offering flexible
work schedules experienced positive outcomes in productivity. The same study noted reduced
absenteeism and higher job satisfaction for employees that had flexible work schedules.
Conversely, Bailey and Kurland (2002) discuss the fact that little evidence exists to
support increased productivity or job satisfaction as a result of employers offering a telework or
telecommuting option as a result of their extensive research on the topic. With very few
exceptions, findings of increased productivity as a result of telecommuting were derived from
self-reported data and are likely to contain biased claims of success (Bailey & Kurland, 2002).
Richardson (2010) found that managing telecommuters is profoundly different than
managing traditional office-based workers. Managing telecommuting requires managers to be
flexible in their management styles and may even contradict some of the traditional management
styles that they have become familiar with. Interviewees that took part in Richardsons study
discussed three areas where extra effort was required in order to manage telecommuters versus
traditional office workers. The three key areas that required extra effort were identified as
communication, allowing for autonomy but avoiding micromanagement (and specifically the
ability to maintain a balance between the two), and the increasing role of trust (p. 140). The
managers that were interviewed also discussed communication in terms of facilitating a team
atmosphere and helping to pull everyone together when deadlines needed to be met or things
needed to get done on behalf of the organization. Richardsons study found an increase in overall
productivity when the manager of a telecommuting employee displays trust and confidence in
the workers ability to fulfill their job duties while working remotely from home or another
location, such as a satellite office. In the same study, managers who were reluctant to accept
flexible work scheduling were viewed as showing a lack of trust in their workers while being out

LITERATURE REVIEW

of touch with the changing work environment. Interviews conducted as a result of Richardsons
research indicated that trust was more important in relationships between managers and workers
with flexible schedules or telecommuters than between managers and traditional office-based
workers. The managers trust and confidence in the employee was directly tied to their
productivity as well as their perceived level of inclusion within the team. Bailey and Kurland
(2002) also identified the existence trust (or lack of it) as an important dynamic in a successful
telework arrangement.
Conclusion
Summary
While technology continues to advance, opportunities for employers to offer flexible
work schedules and telecommuting options are becoming more and more popular as
occupational benefits. Economic factors, talent attraction and retention, and global competition
have all contributed to the growing popularity of flexible work scheduling and telecommuting
benefits offered by employers and it is likely that this trend will continue in the future. Many
employees seek these occupational benefits because they desire a healthy work-life balance,
increased job satisfaction and engagement, and increased personal productivity. Flexible work
scheduling and telecommuting options are important and creative tools that are available to
employers who want to maintain loyal, satisfied, engaged, and productive workers. This
literature review was guided by the following research questions:

To what degree does the transition from a traditional work schedule to a flexible or
telecommuting schedule influence a workers work-life balance?

To what degree does the transition from a traditional work schedule to a flexible or
telecommuting schedule influence affect employee satisfaction and engagement?

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How does the transition from a traditional work schedule to a flexible work or
telecommuting schedule influence productivity?

The majority of research regarding flexible work scheduling and telecommuting found as
a result of the guiding research questions indicate positive effects on employee work-life
balance, satisfaction, engagement, and productivity.
Limitations
Flexible work scheduling and telecommuting options are relatively new and have gained
popularity within the last twenty years as industries have advanced. The current research is
limited to a small number of occupations within narrow industries and is also limited by a lack of
focus on age demographics and generational motivations in the workplace. Additional limitations
to the current research include the definitions of flexible work scheduling and telecommuting.
Each study defines these occupational perks a bit different which makes it difficult to make any
conclusive comparisons between studies. The nature of flexible work scheduling and
telecommuting will continue to change as technology advances and employers identify the need
to become more competitive when it comes to talent attraction and retention. These changes will
require additional research in order to fully understand the impact of flexible work scheduling
and telecommuting for both workers and employers.
Recommendation
Employers wanting to attract and retain high quality, talented candidates should consider
the implementation of a flexible work scheduling and/or telecommuting option. The following
are the major steps that employers must consider before implementing a flexible work
scheduling and/or telecommuting option.

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Determine whether or not it is feasible for your organization is able to offer a flexible
work schedule and/ or telecommuting option based upon primary customer or client
needs
o Consider the nature of the business and the needs of the clients or customers
involved
o Consider the competitors and their potential for flexible work scheduling and/or
telecommuting options
o Consider the costs associated with offering a flexible work schedule and/or
telecommuting option, including the cost benefits of increased work-life balance,
employee satisfaction and engagement, and productivity

Identify occupations within the organization that are eligible for flexible work
scheduling and/or telecommuting based upon job duties
o Consider individual occupations as well as entire departments, if necessary

Determine the methods for managing and communicating with workers that will be
offered a flexible work schedule and/or telecommuting option
o Ensure adequate communication and feedback channels between workers and
management
o Consider the work related resources that workers will need to utilize while
working offsite as a telecommuter

Conduct flexible work scheduling and/or telecommuting trials with a select group of
workers to develop best practices and revise employee handbook to reflect changes
o Consider the personality of the workers and their motivations (i.e. do workers in a
particular occupation value autonomy more than others)

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o Consider the drawbacks of flexible work scheduling and/or telecommuting
options and be prepared to address those issues with employees

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References

Ahmad, A. R., Idris, M. T. M., & Hashim, M. H. (2013). A study of flexible working hours and
motivation. Asian Social Science, 9(3), 208-215. Retrieved from
http://search.proquest.com/docview/1346873778?accountid=28644
Altindag, E., & Siller, F. (2014). Effects of flexible working method on employee performance:
An empirical study in turkey. Business and Economics Journal, 5(3), 1-7. Retrieved from
http://search.proquest.com/docview/1648606732?accountid=28644
Anonymous. Office workers, bosses want to work from everywhere and anywhere. (2011).
International Journal of Micrographics & Optical Technology, 29(4), 27-28. Retrieved
from http://search.proquest.com/docview/1030742901?accountid=28644
Bailey, D. E., & Kurland, N. B. (2002). A review of telework research: Findings, new directions,
and lessons for the study of modern work. Journal of Organizational Behavior, 23(4),
383-400. Retrieved from
http://search.proquest.com/docview/224890714?accountid=28644
Brittany, H. M., & MacDonnell, R. (2012). Is telework effective for organizations? Management
Research Review, 35(7), 602-616. doi: http://dx.doi.org/10.1108/01409171211238820
Dutcher, E. G. (2012). The effects of telecommuting on productivity: An experimental
examination. the role of dull and creative tasks. Journal of Economic Behavior &
Organization, 84(1), 355-363. doi: http://dx.doi.org/10.1016/j.jebo.2012.04.009
Fonner, K. L., & Stache, L. C. (2012). All in a day's work, at home: Teleworkers' management of
micro role transitions and the work-home boundary. New Technology, Work, and
Employment, 27(3), 242-257. doi: http://dx.doi.org/10.1111/j.1468-005X.2012.00290.x

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Golden, T. D. (2012). Altering the effects of work and family conflict on exhaustion: Telework
during traditional and nontraditional work hours. Journal of Business and
Psychology, 27(3), 255-269. doi: http://dx.doi.org/10.1007/s10869-011-9247-0
Greer, T., & Payne, S. (2014). Overcoming telework challenges: Outcomes of successful
telework strategies. The Psychologist-Manager Journal, 17(2), 87-111. doi:
http://dx.doi.org/10.1037/mgr0000014
Hayman, J. (2010). Flexible work schedules and employee well-being. New Zealand Journal of
Employment Relations, 35(2), 76-87. Retrieved from
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McNall, L. A., Masuda, A. D., & Nicklin, J. M. (2010). Flexible work arrangements, job
satisfaction, and turnover intentions: The mediating role of work-to-family
enrichment. The Journal of Psychology, 144(1), 61-81. Retrieved from
http://search.proquest.com/docview/848217300?accountid=28644
Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M., & Heelan, M. P. (2010). Comparing
telework locations and traditional work arrangements. Journal of Managerial
Psychology, 25(6), 578-595. doi: http://dx.doi.org/10.1108/02683941011056941
Nadler, J. T., Cundiff, N. L., Lowery, M. R., & Jackson, S. (2010). Perceptions of organizational
attractiveness. Management Research Review, 33(9), 865-876. doi:
http://dx.doi.org/10.1108/01409171011070297
Richardson, J. (2010). Managing flexworkers: Holding on and letting go. The Journal of
Management Development, 29(2), 137-147. doi:
http://dx.doi.org/10.1108/02621711011019279

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Sardeshmukh, S. R., Sharma, D., & Golden, T. D. (2012). Impact of telework on exhaustion and
job engagement: A job demands and job resources model. New Technology, Work, and
Employment, 27(3), 193-207. doi: http://dx.doi.org/10.1111/j.1468-005X.2012.00284.x

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