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Some employees work from home a few days a month, some a few days a week and some full time-and the extent of a worker’s telecommuting can dictate his or her experience. “Employees who telecommute tend to be slightly more satisfied, and their performance tends to be the same or a little higher.”īut researchers also caution that teleworking is rarely an all-or-nothing arrangement. “The research has generally shown that for most outcomes, remote work leads to small but tangible benefits,” says I/O psychologist Bradford Bell, PhD, professor and director of the Center for Advanced Human Resource Studies (CAHRS) at Cornell University.
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Drawbacks included social and professional isolation, fewer opportunities for information sharing and a blurring of boundaries between work and personal life (Allen, T.D., et al., Psychological Science in the Public Interest, Vol.
People who teleworked also tended to experience less work stress or exhaustion. In a 2015 research review, Golden and his colleagues found that, overall, telecommuting increased job satisfaction, performance and feelings of commitment to an organization among employees. “It’s not so much that telecommuting is good or bad it’s just that sometimes it’s advantageous and sometimes it’s not,” Gajendran says. An employee can write reports or articles from a home office, but interpersonally sensitive tasks that may involve nonverbal communication-conducting a quarterly performance review with a subordinate, for example-tend to go more smoothly when handled face to face, says Golden.
“In a shared office full of potential interruptions, that can be hard to do.”Įven within a specific role, some duties may be well suited to teleworking, while others are better performed in person. “Employees whose jobs require concentration or significant problem-solving often need focused time to think deeply about the task at hand,” Golden says. In a study of 273 teleworkers from sales, marketing, accounting, engineering and other departments at one organization, Gajendran and Golden found that employees whose jobs were highly complex but did not require significant collaboration or social support performed better when telecommuting than when working in the company’s office ( Journal of Business and Psychology, Vol.
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Knowledge workers such as computer programmers who can do most of their work on a laptop-tasks like creating software code, reports or spreadsheets-and people whose productivity is easily monitored, such as insurance claims adjusters or call center workers, are the most likely to telecommute, says Ravi Gajendran, PhD, assistant professor in the department of global leadership and management at Florida International University. Of course, some jobs are better suited to remote work than others. In other cases, an organization may require its employees to work from home, for instance, if a branch office is shut down. People choose to work remotely to avoid daily commutes, reduce workplace distractions and fulfill family care responsibilities ( Owl Labs State of Remote Work, 2017). Many workers view telecommuting as a job perk, with more than half seeking the arrangement as a way to improve work-life balance. “As researchers and managers practicing in the field, what we need to understand more fully is not if, but how, teleworking is best conducted to maximize work outputs.” Small but tangible benefits Rensselaer Polytechnic Institute in Troy, New York. “Telework is here to stay,” says industrial/organizational (I/O) psychologist Timothy Golden, PhD, professor and area coordinator of enterprise management and organization at
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A related line of research is also exploring how to maximize the effectiveness of geographically distributed teams that rely primarily on virtual means of communication. Now, to learn more about telecommuting and its implications for the future of work, psychologists are studying remote work’s benefits, drawbacks and best practices. But the impact of such arrangements on productivity, creativity and morale has been up for debate, primarily because working from home offers employees fewer opportunities to talk and network with their colleagues. Employers can hire geographically distributed talent and reduce overhead expenses, while employees can gain flexibility, save time, and reduce transportation and some child-care costs. They can be fully or partially remote they may work from a home office, co-working space or other location and increasingly they may be geographically distant from the organization or clients they serve.Īnd such remote work can benefit both employers and employees, experts say. Telecommuting arrangements can vary greatly for different workers. Those workers tend to be older, more educated, full time and nonunion. employees who telecommuted increased by 115%.
More than 26 million Americans-about 16% of the total workforce-now work remotely at least part of the time, according to the U.S.
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