Introduction

The development of global technology has impacted on the modern businesses. Modes of communication within the business sector have changed. One of the key technologies in the 21^st century is telecommuting. Telecommuting offers businesses with successful strategies via telecommunication. Baard and Thomas (2010) define telecommuting as the flexible work arrangements where the employees perform the assigned responsibilities in addition to other authorized duties during paid and regular working hours. Employees can work from an alternative working site such as telework centre and home (Olorunfemi, 2013). One of the key contributors of the any place, any time in the telecommunicating trends is the availability of reliable technology. Caillier (2013) points out that in the business sector, telecommuting is a feasible idea that benefits the organization because it offers an improved working environment. Even though telecommuting is a viable option not everyone possesses the required attitudes and qualities for telecommuting. Therefore, managers should be careful while adapting it a working mode.

Investigations into the effects of flexible work environment or arrangements started 20 years ago. Recent research on the subject utilises an umbrella term known as distributed work. The commonly known term is remote work, telework or telecommuting has grown and become a widespread practice in the modern business world (Bernardino, Roglio & Del Corso, 2012). The practice is rapidly growing in the U.S and other parts of the world. In 2006 only, about 45 million Americans telecommuted. The number has increased over the years. The U.S State and federal government have encouraged telecommuting through introductions of various legislations pertaining to the same.  A survey of 260 senior level managers reported that about 75% of staff in their global corporations works remotely (Eom, Choi & Sung, 2016).

Citing Quttainah and Paczkowski (2015), there is various forms of arrangements for telecommuting. This enables employees not to commute to work on a daily basis. It provides the associates with the possibility of working as virtual teams or freelancers (Olorunfemi, 2013). Telecommuters require work experience or effective training. Additionally, the private and public businesses have welcomed telecommuting. According to Ruiz and Walling (2015), availability of improved and affordable technology as well as expensive modern real estates has contributed to making telecommuting an optional work arrangement in the 21^st century.  It is affordable to equip employees with phone lines and laptops to work from home or designated areas.

 Telecommuting Elements

According to Baard and Thomas (2010), there are four important elements in telecommuting. These include: the right supervisor, associate, work and senior management support. The mentioned elements should be according to telecommuting practices and standards. Ruiz and Walling (2015), further add that it is possible to identify the mandatory practices for effective telework business.  Human resources and management, legal departments, and information systems should provide necessary support for successful telecommuting. This can be possible if the key stakeholders formulate telecommuting policies. Additionally, the human resource management should not only select but also train the telecommuters effectively.

It is important to note that not all jobs can be done through telecommuting. This is because some duties require face to face interaction with clients, direct management, frequent meetings, facility management, product warehousing and purchasing (Bernardino, Roglio & Del Corso, 2012). Jobs that are friendly to telecommuting include writing, computer programming, data entry, transcription, appraising, report writing, medical transcription, auditing, managing information systems, researching, filling orders, recordkeeping and processing claims among other freelancing duties.  Hynes (2016) reports that successful commuters are individuals who have proved that they can successful accomplish their work with minimal or no supervision. Successful telecommuters can effectively manage their time, organize their duties and cooperate with telemanagers. Additionally, effective telecommuters possess good communication skills, advocate for telework, and are trustworthy and require low socialization needs.

Telecommuting Benefits 

The modern day work arrangement is still a reflection of the industrial revolution. High percentage of staff transacts their time and not their products. Time is tightly bound to place and task. In the recent past, information technology has made corporations to unbind task and time from a designated place.  Advancement of digital technologies has enabled synchronous and common activities to be distributed to remote employees (Bernardino, Roglio & Del Corso, 2012). The decentralised work stations have enabled companies to adhere to government regulations and reduce expenses on real estate. For instance, telecommuting offers firms the opportunity to integrate special persons such as pregnant employees and disable persons into the workplace. Additionally, telework enable associates to reschedule their work arrangements so that they can meet family needs and household demands. Consequently, associates have managed to reduce travelling costs by working from home or satellite offices. However, the major reason why most firms have embraced telecommuting is the changing nature of work (Pyöriä, 2011). In the present work, most people are working in information oriented sector. Therefore, they can be away from their respective offices. Countries such the U.S have experience increase in teleworkers due to improvements in phones and emergence in new internet providers. For example, in 2015, approximately millions of individuals in the American workforce work from home (Quttainah & Paczkowski, 2015).

Telecommuting provides associates with autonomy, personalised work, reduced work related expenses and lifestyle and work flexibility. Other scholars report that telecommuters report more job satisfaction (Schwertner, 2013). Lautsch, Kossek and Eaton (2009) argue that disable associates benefit more from telecommuting, because they enjoy easier work conditions. The employers are also beneficiaries of telework. They enjoy increased profits, minimized overhead costs and ensure talented labour force (Ruiz & Walling, 2015).

Telecommuting Challenges

According to Harrington and Santiago (2015), telecommuting is not recommendable for all work scenarios. Most employees are parents and they have children around them every day. However, others consider their working stations their home. Others feel that it is their duty to report to work on a daily basis. In some situations, it is friendly-family arrangement. However, the mentioned does not resolve the issue of reconciling family and work.  Effective time management is important for successful telecommuting. Additionally, both the employer and employee should exhibit mutual trust. There are major challenges regarding telecommuting. Although scholars have talked about them in other studies, but they are still unresolved (Baard & Thomas, 2010).

There are different challenges linked to telecommuting. Citing Bernardino, Roglio and Del Corso (2012), the most common challenge associated with the arrangement is isolation. Professional isolation is closely tied to employee development. Development activities of employee are for organizations not only to adapt but also compete in challenging environment (Allen, Golden & Shockley, 2015). The activities can informal or formal. The development activities can take place during the daily experience of the employees such as training and workshops. Additionally, isolation entails fewer promotional/career opportunities. Telecommuters also experience reduced access to resources because of isolation from workplace. Schwertner (2013) in his study advises that it is recommendable for managers to effectively coordinate work related activities. Managers should communicate their objectives with associates and select persons fit and possess the right work attitudes for telecommuting (Lautsch, Kossek & Eaton, 2009). Therefore, it is important for human resource managers to schedule for meetings with all the telecommuters on a regular basis.

Other additional problems linked to telecommuting include maintenance of files and information security through telecommuting. Telecommunicating is further associated with lack of impromptu discussions and group stimulations, which enhance creativity and productivity. Nonetheless, it is not challenging to establish an effective telework arrangement. However, the arrangement needs awareness on labour related legislations and major areas of social interaction and occupation within the workplace community. Remote work has extra prospects only if individuals are informed about the expectations and are prepared to handle the fears and problems linked to the emerging work culture.

Hynes (2016) emphasises that for employers and employees must agree to the telework rules. This should be done in writing. The rules should be in compliance with the national labour policies or regulations. According to Harrington and Santiago (2015), teleworkers should enjoy same working conditions and status just like their counterparts in the same position. Conforming to labour principles, all telecommuters should be attributed to a given category based on tasks and positions. According to Caillier (2013), telecommuting is a way whereby managers arrange work. There it is not a form of employment relationship.

Another major problem is the function of the traditional culture in management. Fashion and fads on the business management might come and go, however managers will always be reluctant to be powerless. The management attitude is one of the reasons for resistances towards change (Caillier, 2013).

In the telecommuting, the distribution of team work remains a challenge. According to Hynes (2016), it is easier for employees not only to exchange ideas but also seek assistance with complex tasks if they are working under the same floor. Moreover, close interaction between employees increases their commitment thus establishing a sense of collectivity, which is impossible with telecommuting.

The Skills of Telemanagers

Skills are important in a business. Bernardino, Roglio and Del Corso (2012) emphasises telecommuters should possess some key skills such as ability to understand, read others people’s minds, communicate and make decisions. Schwertner (2013) points out that there are also non-effective telecommuter managers have poor listening skills, and this make them not to grasp key information for telecommuting. In some situations, the only existing communication between associates and managers is through telephone or email. Therefore, it is impossible to state the necessity of effective communication.

Drawing from the works of Hynes (2016), effective managers are able to gauge when employees should be disciplined or encouraged. Based on the type of job or duties, managers should push the associates but gently to ensure that the assigned duties are accomplished.  Therefore, telecommuters should new ways of thinking and new ideas (Baard & Thomas, 2010). Additionally, business should motivate telecommutes. This can be realized through suggestions aimed at improving telecommuting. According to Quttainah and Paczkowski (2015), managers who prefer micro-managing cannot succeed in telecommuting. The best strategy to assist micromanagers is to use timetables and include activities such as meeting schedules. Kelly, Moen and Tranby (2011) adds that leadership skills entail knowing when to use communication. Ensuring that is a balance between communication and work efficiency might be challenging for the managers. Therefore, it is recommendable to balance the mentioned so that leaders do not feel under pressure.

Peters and Heusinkveld (2010) effective managers are usually informed about the projects status assigned to the associates. Posting on the internet or using bulletins are some of the strategies that managers can use. Concerning this, Kelly, Moen and Tranby (2011) recommends that both associates and employers should experiment on the available options and decide on the best one. Mutual trust between managers and associates is a valuable skill. This is because it creates a productive working environment.

In real sense, full-time telecommuting and office work demand that management pays minimal attention to employees working hours, how they work and the activities they are undertaking. The focus should be on employees’ output and performance (Dahlstrom, 2013).

 Conclusion

Telework has developed and become popular among establishments across the globe.it has attracted the interest of practitioners and scholars. With the recent development in technology, the option of working away from office has remained a viable option for most workers. It is challenging to clearly understand the concept of telework without researching on the modern modes of communication. Telecommuting can establish efficient communication system within the workplace. Telecommuting is a viable option but it cannot replace face to face interactions that are associated with traditional work environments. Furthermore, telework is recommendable for duties that require concentration and peace. In sum, just like other traditional work arrangement, effective management is crucial for successful operations. It is also evident that telework has disadvantages and advantages. From the employees’ perspective, the major benefits are autonomy and flexibility. Telework also reduces costs and saves time. Telecommuting is an emerging issue in the business world, hence concerns human resource managers.

References

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