Telework Research Paper
Reasons for Telework and Telecommuting in the 21st CenturyNathaniel H. Greenwood
Embry-Riddle Aeronautical University Reasons for Telework and Telecommuting in the 21st Century This paper will begin with a general discussion of three conceptual themes related to telework and telecommuting. This will be followed by an analysis of the relevant literature and will conclude with a suggestion for how telework and telecommuting can be best implemented.
Introduction
Marissa Mayer, CEO of Yahoo!, recently raised debate amongst Americans with respect to telework, when she banned employees from teleworking, requiring them to work in the offices or lose their jobs because she believed Yahoo! employees needed to collaborate and …show more content…
connect by working side-by-side. This came as a surprise in an age when today’s technologies enable employees to work from anywhere at any time. Corporations are increasingly embracing telecommuting / telework as a means of reducing costs, increasing productivity and promoting a better work/life balance for employees. Today’s technology enables employees in virtually any office role to collaborate just as effectively as if they were physically present with colleagues. Telework can also provide work continuity during adverse weather conditions, travel delays or natural disasters. The flexibility to work from a location that is most effective at a particular time increases innovation and creativity and has even been found to be an even better incentive than higher pay. Telework also saves a tremendous amount of otherwise valuable time previously associated with commuting between home and office every day. For the same reason, carbon emissions are drastically reduced (Pistorio, 2013). Employers benefit from telework / telecommuting for a variety of reasons as well. Telework frees employers from geographic restrictions in hiring talented and experienced candidates. Telework also saves employers a tremendous amount in cost. It is estimated that a company saves over $2.5 million per year for every 1000 employees who telework one day per week (Bloom, 2014). Despite its many benefits, telework does come with its challenges. There are valid concerns regarding whether employees would attempt to take advantage of such a system to too great an extent. An even greater concern, and challenge, has to do with the unique (and relatively untested) managerial and leadership practices needed in order to ensure telework will be most effective.
Reasons for Telework and Telecommuting in the 21st Century
Telecommuting / Teleworking is an alternative style of working in which personnel are able to perform activities away from where work is traditionally done using electronic media to interact with others and their organization. Telecommuting / Telework can either be performed full-time (exclusively outside a central office) or part-time (in conjunction with conventional arrangements). Fewer than 10% of teleworkers perform their duties exclusively outside a central office while most teleworkers perform their work outside a central office only 1 or 2 days per week (Dutcher, 2012). There are some major conceptual themes currently associated with the study of telecommuting / telework (Gajendran & Harrison, 2007). The first has to do with the extent to which employers feel they can structure and control job tasks. The second has to do with the effects on work-family balance. While some scholars argue that telework encourages a greater interaction between family roles, others argue that telework increases family conflict for the same reasons. The third has to do with the effects of telework and reduced face-to-face interactions amongst organizational members. The more time personnel spend away from their central work locations, the more severe the negative consequences seem to be.
Employees who engage in part-time telecommuting / teleworking are likely to experience increased autonomy due to the flexibility of work locations (Myers, 2013). Flexibility equates to a greater feeling of control over timing and execution towards the completion of tasks. The result is greater self-reliance and employee autonomy. It is critical to consider the supervisor-employee relationship and the structure and control of work. Face-to-face communication is considered the medium with the highest social presence, leading many researchers to predict that telework leads to reduced quality in interpersonal work relationships (Noonan & Glass, 2012). Working from an alternate location naturally changes the quality and frequency of interactions amongst organizational members. Therefore, the relationship between subordinate and manager is potentially degraded. Employees who telecommute / telework often have their commitment and dedication questioned by management as managers are concerned about reduced control over employees (Smith, 2013). Perhaps the most common issue managers have with teleworkers is the perception that employees are not doing anything because management is not able to observe employee actions. Managers typically rely on behavior-based controls which rely on a supervisor’s ability to evaluate employee performance based on observable actions. Managers must be willing to change their styles in order to maintain a connection with their employees and better evaluate teleworkers by transitioning to output-based controls which evaluate performance based on deliverables and products of work (Dahlstrom, 2013). Teleworking / telecommuting more than 2 days per work week negatively impact the supervisor-telecommuter relationship. Furthermore, working the proximity of coworkers at least 3 days each week fosters the creation of networks as well as deep positive ties amongst coworkers. Sociologically, teleworkers who spend too much time away from the office do not acquire the nuanced communication methods within a group, which makes it more difficult to interpret non-verbal or symbolic queues (Gajendran & Harrison, 2007). Teleworkers may also experience resentment from coworkers who do not telecommute (or telecommute less) as the contributions of teleworkers are not as easily noticeable which adds additional strains upon management in dealing with personnel disputes and morale (Smith, 2013).
Teleworking also blurs the lines between work and home. Work & family conflicts increase as teleworkers experience difficulty in disengaging from work when working from home without the distinct “quitting time” to separate work-life from home-life. On the other hand, there are teleworkers who find the increased flexibility accommodating to better synchronize work-family demands thereby reducing conflict. Boundary flexibility is a powerful factor in the effect that telework has in the work-family balanc (Morganson, Major, Oborn, Verive & Heelan, 2010). Boundary flexibility has to do with the degree to which the timing and location of work are under a teleworker’s control. Such flexibility can minimize the negative effects of home-work boundary confusion by enabling employees to schedule work more optimally in order to minimize family interference. It has also been shown that telecommuters / teleworkers discourage family interruptions when they maintain and utilize dedicated home offices. Although telecommuters work longer hours at home than at a central location, teleworkers who work out of a dedicated home office are better able to schedule their hours to mesh better with their family schedules (Bloom, 2014).
Telework initially started as a means to reduce company operating expenses but became more widely known for reducing work pressures and for providing a stronger work-life balance. With the benefit of modern technology, more workers have been seeking telework as a means of balancing personal life roles against their work. With more women in the American workplace than ever before, telework enables more families to care for dependents (Pistorio, 2013). Telework provides people the enhanced flexibility they need in order to balance work and family roles which helps them to fulfill both work and household responsibilities more efficiently.
Managing teleworkers and telecommuters is perhaps the key challenge to running a successful business that implements telework. Recruiting the right kinds of employees is a critical aspect to implementing telework successfully. People who tend to be well-adjusted for telework show a strong balance of social skills and technical skills and are also flexible, self-motivated and organized. Psychologically, those well suited for telework also show low levels of extroversion and neuroticism (Dahlstrom, 2013).
Telecommuters require a very different style of manager. Telecommuters have a different set of core competencies in comparison to “traditional” employees. Therefore, smarter businesses are identifying the leadership core competencies telework managers need in order to be successful as well (Smith, 2013). First, Telework managers must be superior communicators. Communicating amongst telework teams is different from communicating amongst physically present teams in a central location. Telework managers must also be organized and must do a better job at organizing and leading meetings as they are often the basis for daily communications in telework teams. Managers must also honor their communication commitments to employees because frequent rescheduling or lack of responsiveness can create an attitude of distrust and disengagement. Telework managers must keep telework employees apprised of news and updates throughout the day to replace the kinds of short interactions managers would have with employees in a central work setting. Replicating those short physical interactions with remote employees has been identified as a major drawback of telework and telecommuting for managers (Dimartino & Wirth, 1990). This factor means that telework managers must be skilled relationship builders in order to provide the performance management his/her team will need. Also, informal feedback is critical in order to ensure that each teleworkers efforts are being noticed. Without a strong supervisor – employee relationship, teleworkers can end up feeling isolated and lose focus on goals and objectives (Myers, 2013).
Teleworkers and telecommuters tend to thrive most when permitted to self-manage. However, less inherent trust exists in the telework environment than traditionally experienced between employees and their managers (Noonan & Glass, 2007). Software monitoring systems exist which can assist managers, who are concerned about accountability and security risks, to maintain some level of control. However, these managers also run the risk of using technology to micro-manage. Research suggests that while technological accountability systems are good, they can prove detrimental to the productivity and motivation of telework employees (Dimartino & Wirth, 1990).
Telework employees must also feel engaged within their organizations themselves. A company which employs telework employees must foster a culture that trusts employees enough to make autonomous decisions within a decentralized system and expect management to better tailor approaches for each employee. Strong mentorship programs can help telework employees not succumb to the negative impacts of working alone (Smith, 2013). Some companies have employed internal social networks to build a sense of community amongst employees. Many companies and organizations now have their own exclusive Facebook and LinkedIn pages which employees can join to catch up on news, network and socialize. 65% of working adults in the United States currently use social networking and more than one-half of companies claim their motivation in using social networking and podcasts is for remote and on-site employee engagement (Gajendran & Harrison, 2007). Reliable access to other forms of communication, such as e-mail and phone, are also vital.
Employee burnout is a serious issue for both on-site and telework employees. Telework has been perceived as a remedy for employee burnout. However, telework employees have shown to suffer burnout and stress from other sources (Morganson et al., 2010). Telework employees have reported increased stress due to a lack of connectedness with their teams and superiors. Telework employees have also reported increasing concern regarding diminished promotion potential and that their work is undervalued (Dutcher 2012). As previously noted, telework employees experience stress at home due to problems in distinguishing the boundaries between their personal life and work and this can be exacerbated when different (or multiple) time-zones comes into play.
Considerable evidence has been found that public employees do not feel constrained by incentives such as job security, pay or promotions as a result of the public sector being more bureaucratic and that public employees are subject to more formalized promotional and reward processes as compared with private sector employees. As a result, public employees are less likely to be intimidated by the telework environment and associated risks of professional isolation. In fact, many state governments have found that allowing more personnel to take advantage of telework has worked to their own benefit (Gagendran & Harrison, 2007). Productivity has shown to increase and governments are able to drastically reduce costs associated with overhead.
In conclusion, there are positive and negative effects associated to telework for both organizations, employees and with respect to work/family relationships. Implementation of telework and telecommuting will continue to expand. Maintaining employee engagement will continue to be the key to ensuring that teleworker and organizations continue to benefit from its potential advantages. Research findings generally conclude that innovative management techniques, which address the unique nature of the telework environment, can support the avoidance of difficulties presented by telework. Consistent and clear communication, in conjunction with virtual networking, are perhaps the most effective means of maximizing the potential of telework and job satisfaction in a telework environment. Maintaining virtual connectivity with one’s team, manager and organization helps to provide the means for remote employees to remain committed to organizational goals. Recognition for accomplishments are also of vital importance. Mentoring also helps telework employees remain committed to goals as well. When the opportunities are available, organizations should keep in mind the need to require employees to work on-sight at least 3 days per week in order to ensure that supervisor and team relationships remain strong. Regardless of the circumstances, however, high quality and consistent communication from managers will empower teleworkers to meet their potential and without excessive use, telecommuting & telework will help both individuals and organizations thrive
References
Bloom, N. (2014). To Raise Productivity, Let More Employees Work from Home. Harvard Business Review. Retrieved January 1, 2014, from http://hbr.org/2014/01/to-raise-productivity-let-more-employees-work-from-home/ar/2Dahlstrom, T. R. (2013). Telecommuting and Leadership Style. Public Personnel Management, 42(3), 438-451. Retrieved from http://ppm.sagepub.com/content/42/3/438.full.pdf+htmlDimartino, V., & Wirth, L. (1990). Telework: a new way of working and living. International Labour Review, 129(5), 529-554.
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. Retrieved from http://www.sciencedirect.com/science/article/pii/S0167268112000893
Gajendran, R. S., & Harrison, D. A. (2007). The Good, the Bad, and the Unknown About Telecommuting: Meta-Analysis of Psychological Mediators and Individual Consequences. Journal of Applied Psychology, 92(6), 1524-1541. doi:10.1037/0021-9010.92.6.1524
Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M., & Heelan, M. P. (2010). Comparing telework locations and traditional work arrangements : Differences in work-life balance support, job satisfaction, and inclusion. Journal of Managerial Psychology, 25(6), 578-595. Retrieved from http://www.telecommutingadvantage.com/pdfs/news_and_research/TAG_Journal%20of %20Managerial%20Psych%20Whitepaper.pdfMyers, R. (2013, January 1). The Great Debate: Should You Let Employees Work From Home? Retrieved January 1, 2014, from http://www.entrepreneur.com/article/226888Noonan, M. C., & Glass, J. L. (2012). The Hard Truth About Telecommuting. Labor Monthly Review, 38-45. Retrieved from
http://www.bls.gov/opub/mlr/2012/
Pistorio, Y. (2013, December 31). 7 myths about working from home | Articles | Main. Retrieved from http://www.ragan.com/Main/Articles/7_myths_about_working_from_home_46571.aspxSmith, J. (2013, December 8). How To Succeed At Working From Home - Forbes. Retrieved September 25, 2014, from http://www.forbes.com/sites/jacquelynsmith/2013/08/12/how-to-succeed-at-working-from-home-2/.
Embry-Riddle Aeronautical University Reasons for Telework and Telecommuting in the 21st Century This paper will begin with a general discussion of three conceptual themes related to telework and telecommuting. This will be followed by an analysis of the relevant literature and will conclude with a suggestion for how telework and telecommuting can be best implemented.
Introduction
Marissa Mayer, CEO of Yahoo!, recently raised debate amongst Americans with respect to telework, when she banned employees from teleworking, requiring them to work in the offices or lose their jobs because she believed Yahoo! employees needed to collaborate and …show more content…
connect by working side-by-side. This came as a surprise in an age when today’s technologies enable employees to work from anywhere at any time. Corporations are increasingly embracing telecommuting / telework as a means of reducing costs, increasing productivity and promoting a better work/life balance for employees. Today’s technology enables employees in virtually any office role to collaborate just as effectively as if they were physically present with colleagues. Telework can also provide work continuity during adverse weather conditions, travel delays or natural disasters. The flexibility to work from a location that is most effective at a particular time increases innovation and creativity and has even been found to be an even better incentive than higher pay. Telework also saves a tremendous amount of otherwise valuable time previously associated with commuting between home and office every day. For the same reason, carbon emissions are drastically reduced (Pistorio, 2013). Employers benefit from telework / telecommuting for a variety of reasons as well. Telework frees employers from geographic restrictions in hiring talented and experienced candidates. Telework also saves employers a tremendous amount in cost. It is estimated that a company saves over $2.5 million per year for every 1000 employees who telework one day per week (Bloom, 2014). Despite its many benefits, telework does come with its challenges. There are valid concerns regarding whether employees would attempt to take advantage of such a system to too great an extent. An even greater concern, and challenge, has to do with the unique (and relatively untested) managerial and leadership practices needed in order to ensure telework will be most effective.
Reasons for Telework and Telecommuting in the 21st Century
Telecommuting / Teleworking is an alternative style of working in which personnel are able to perform activities away from where work is traditionally done using electronic media to interact with others and their organization. Telecommuting / Telework can either be performed full-time (exclusively outside a central office) or part-time (in conjunction with conventional arrangements). Fewer than 10% of teleworkers perform their duties exclusively outside a central office while most teleworkers perform their work outside a central office only 1 or 2 days per week (Dutcher, 2012). There are some major conceptual themes currently associated with the study of telecommuting / telework (Gajendran & Harrison, 2007). The first has to do with the extent to which employers feel they can structure and control job tasks. The second has to do with the effects on work-family balance. While some scholars argue that telework encourages a greater interaction between family roles, others argue that telework increases family conflict for the same reasons. The third has to do with the effects of telework and reduced face-to-face interactions amongst organizational members. The more time personnel spend away from their central work locations, the more severe the negative consequences seem to be.
Employees who engage in part-time telecommuting / teleworking are likely to experience increased autonomy due to the flexibility of work locations (Myers, 2013). Flexibility equates to a greater feeling of control over timing and execution towards the completion of tasks. The result is greater self-reliance and employee autonomy. It is critical to consider the supervisor-employee relationship and the structure and control of work. Face-to-face communication is considered the medium with the highest social presence, leading many researchers to predict that telework leads to reduced quality in interpersonal work relationships (Noonan & Glass, 2012). Working from an alternate location naturally changes the quality and frequency of interactions amongst organizational members. Therefore, the relationship between subordinate and manager is potentially degraded. Employees who telecommute / telework often have their commitment and dedication questioned by management as managers are concerned about reduced control over employees (Smith, 2013). Perhaps the most common issue managers have with teleworkers is the perception that employees are not doing anything because management is not able to observe employee actions. Managers typically rely on behavior-based controls which rely on a supervisor’s ability to evaluate employee performance based on observable actions. Managers must be willing to change their styles in order to maintain a connection with their employees and better evaluate teleworkers by transitioning to output-based controls which evaluate performance based on deliverables and products of work (Dahlstrom, 2013). Teleworking / telecommuting more than 2 days per work week negatively impact the supervisor-telecommuter relationship. Furthermore, working the proximity of coworkers at least 3 days each week fosters the creation of networks as well as deep positive ties amongst coworkers. Sociologically, teleworkers who spend too much time away from the office do not acquire the nuanced communication methods within a group, which makes it more difficult to interpret non-verbal or symbolic queues (Gajendran & Harrison, 2007). Teleworkers may also experience resentment from coworkers who do not telecommute (or telecommute less) as the contributions of teleworkers are not as easily noticeable which adds additional strains upon management in dealing with personnel disputes and morale (Smith, 2013).
Teleworking also blurs the lines between work and home. Work & family conflicts increase as teleworkers experience difficulty in disengaging from work when working from home without the distinct “quitting time” to separate work-life from home-life. On the other hand, there are teleworkers who find the increased flexibility accommodating to better synchronize work-family demands thereby reducing conflict. Boundary flexibility is a powerful factor in the effect that telework has in the work-family balanc (Morganson, Major, Oborn, Verive & Heelan, 2010). Boundary flexibility has to do with the degree to which the timing and location of work are under a teleworker’s control. Such flexibility can minimize the negative effects of home-work boundary confusion by enabling employees to schedule work more optimally in order to minimize family interference. It has also been shown that telecommuters / teleworkers discourage family interruptions when they maintain and utilize dedicated home offices. Although telecommuters work longer hours at home than at a central location, teleworkers who work out of a dedicated home office are better able to schedule their hours to mesh better with their family schedules (Bloom, 2014).
Telework initially started as a means to reduce company operating expenses but became more widely known for reducing work pressures and for providing a stronger work-life balance. With the benefit of modern technology, more workers have been seeking telework as a means of balancing personal life roles against their work. With more women in the American workplace than ever before, telework enables more families to care for dependents (Pistorio, 2013). Telework provides people the enhanced flexibility they need in order to balance work and family roles which helps them to fulfill both work and household responsibilities more efficiently.
Managing teleworkers and telecommuters is perhaps the key challenge to running a successful business that implements telework. Recruiting the right kinds of employees is a critical aspect to implementing telework successfully. People who tend to be well-adjusted for telework show a strong balance of social skills and technical skills and are also flexible, self-motivated and organized. Psychologically, those well suited for telework also show low levels of extroversion and neuroticism (Dahlstrom, 2013).
Telecommuters require a very different style of manager. Telecommuters have a different set of core competencies in comparison to “traditional” employees. Therefore, smarter businesses are identifying the leadership core competencies telework managers need in order to be successful as well (Smith, 2013). First, Telework managers must be superior communicators. Communicating amongst telework teams is different from communicating amongst physically present teams in a central location. Telework managers must also be organized and must do a better job at organizing and leading meetings as they are often the basis for daily communications in telework teams. Managers must also honor their communication commitments to employees because frequent rescheduling or lack of responsiveness can create an attitude of distrust and disengagement. Telework managers must keep telework employees apprised of news and updates throughout the day to replace the kinds of short interactions managers would have with employees in a central work setting. Replicating those short physical interactions with remote employees has been identified as a major drawback of telework and telecommuting for managers (Dimartino & Wirth, 1990). This factor means that telework managers must be skilled relationship builders in order to provide the performance management his/her team will need. Also, informal feedback is critical in order to ensure that each teleworkers efforts are being noticed. Without a strong supervisor – employee relationship, teleworkers can end up feeling isolated and lose focus on goals and objectives (Myers, 2013).
Teleworkers and telecommuters tend to thrive most when permitted to self-manage. However, less inherent trust exists in the telework environment than traditionally experienced between employees and their managers (Noonan & Glass, 2007). Software monitoring systems exist which can assist managers, who are concerned about accountability and security risks, to maintain some level of control. However, these managers also run the risk of using technology to micro-manage. Research suggests that while technological accountability systems are good, they can prove detrimental to the productivity and motivation of telework employees (Dimartino & Wirth, 1990).
Telework employees must also feel engaged within their organizations themselves. A company which employs telework employees must foster a culture that trusts employees enough to make autonomous decisions within a decentralized system and expect management to better tailor approaches for each employee. Strong mentorship programs can help telework employees not succumb to the negative impacts of working alone (Smith, 2013). Some companies have employed internal social networks to build a sense of community amongst employees. Many companies and organizations now have their own exclusive Facebook and LinkedIn pages which employees can join to catch up on news, network and socialize. 65% of working adults in the United States currently use social networking and more than one-half of companies claim their motivation in using social networking and podcasts is for remote and on-site employee engagement (Gajendran & Harrison, 2007). Reliable access to other forms of communication, such as e-mail and phone, are also vital.
Employee burnout is a serious issue for both on-site and telework employees. Telework has been perceived as a remedy for employee burnout. However, telework employees have shown to suffer burnout and stress from other sources (Morganson et al., 2010). Telework employees have reported increased stress due to a lack of connectedness with their teams and superiors. Telework employees have also reported increasing concern regarding diminished promotion potential and that their work is undervalued (Dutcher 2012). As previously noted, telework employees experience stress at home due to problems in distinguishing the boundaries between their personal life and work and this can be exacerbated when different (or multiple) time-zones comes into play.
Considerable evidence has been found that public employees do not feel constrained by incentives such as job security, pay or promotions as a result of the public sector being more bureaucratic and that public employees are subject to more formalized promotional and reward processes as compared with private sector employees. As a result, public employees are less likely to be intimidated by the telework environment and associated risks of professional isolation. In fact, many state governments have found that allowing more personnel to take advantage of telework has worked to their own benefit (Gagendran & Harrison, 2007). Productivity has shown to increase and governments are able to drastically reduce costs associated with overhead.
In conclusion, there are positive and negative effects associated to telework for both organizations, employees and with respect to work/family relationships. Implementation of telework and telecommuting will continue to expand. Maintaining employee engagement will continue to be the key to ensuring that teleworker and organizations continue to benefit from its potential advantages. Research findings generally conclude that innovative management techniques, which address the unique nature of the telework environment, can support the avoidance of difficulties presented by telework. Consistent and clear communication, in conjunction with virtual networking, are perhaps the most effective means of maximizing the potential of telework and job satisfaction in a telework environment. Maintaining virtual connectivity with one’s team, manager and organization helps to provide the means for remote employees to remain committed to organizational goals. Recognition for accomplishments are also of vital importance. Mentoring also helps telework employees remain committed to goals as well. When the opportunities are available, organizations should keep in mind the need to require employees to work on-sight at least 3 days per week in order to ensure that supervisor and team relationships remain strong. Regardless of the circumstances, however, high quality and consistent communication from managers will empower teleworkers to meet their potential and without excessive use, telecommuting & telework will help both individuals and organizations thrive
References
Bloom, N. (2014). To Raise Productivity, Let More Employees Work from Home. Harvard Business Review. Retrieved January 1, 2014, from http://hbr.org/2014/01/to-raise-productivity-let-more-employees-work-from-home/ar/2Dahlstrom, T. R. (2013). Telecommuting and Leadership Style. Public Personnel Management, 42(3), 438-451. Retrieved from http://ppm.sagepub.com/content/42/3/438.full.pdf+htmlDimartino, V., & Wirth, L. (1990). Telework: a new way of working and living. International Labour Review, 129(5), 529-554.
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. Retrieved from http://www.sciencedirect.com/science/article/pii/S0167268112000893
Gajendran, R. S., & Harrison, D. A. (2007). The Good, the Bad, and the Unknown About Telecommuting: Meta-Analysis of Psychological Mediators and Individual Consequences. Journal of Applied Psychology, 92(6), 1524-1541. doi:10.1037/0021-9010.92.6.1524
Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M., & Heelan, M. P. (2010). Comparing telework locations and traditional work arrangements : Differences in work-life balance support, job satisfaction, and inclusion. Journal of Managerial Psychology, 25(6), 578-595. Retrieved from http://www.telecommutingadvantage.com/pdfs/news_and_research/TAG_Journal%20of %20Managerial%20Psych%20Whitepaper.pdfMyers, R. (2013, January 1). The Great Debate: Should You Let Employees Work From Home? Retrieved January 1, 2014, from http://www.entrepreneur.com/article/226888Noonan, M. C., & Glass, J. L. (2012). The Hard Truth About Telecommuting. Labor Monthly Review, 38-45. Retrieved from
http://www.bls.gov/opub/mlr/2012/
Pistorio, Y. (2013, December 31). 7 myths about working from home | Articles | Main. Retrieved from http://www.ragan.com/Main/Articles/7_myths_about_working_from_home_46571.aspxSmith, J. (2013, December 8). How To Succeed At Working From Home - Forbes. Retrieved September 25, 2014, from http://www.forbes.com/sites/jacquelynsmith/2013/08/12/how-to-succeed-at-working-from-home-2/.