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題名 遠距工作管理：有效工作模式
Telework Management: Effective Work Model
作者 陳瑞媛
Chen, Jui-Yuan
貢獻者 林月雲
Lin, Carol
陳瑞媛
Chen, Jui-Yuan
關鍵詞 遠距工作
管理
表現
促成因素
領導力
Telework
Management
Performance
Facilitate Factors
Leadership
日期 2020
上傳時間 2-Sep-2020 11:58:00 (UTC+8)
摘要 Teleworking has become a trending working style because of technology improvements. Due to COVID-19, many companies started to implement teleworking. This study focuses on Taiwanese industries and collected data online with 124 respondents, whom have teleworking experience. Two interviews were also conducted, providing managerial viewpoints concerning teleworking. The results identified that independent job characteristics are more suitable for telework. Leadership style, flexibility of working, and the working location have impact on facilitating teleworkers’ performance. This research has some implications for companies intend to adopt teleworking for an effective telework model.
參考文獻 Bacon, C. V. (2020, May 21). “But I Don’t Want to Come Back to the Office!”: Insights: Vision & Elkins LLP. https://www.velaw.com/insights/but-i-dont-want-to-come-back-to-the-office/.
Bélanger, F., Watson-Manheim, M. B., & Swan, B. R. (2013). A multi-level socio-technical systems telecommuting framework. Behaviour & Information Technology, 32(12), 1257–1279. https://doi.org/10.1080/0144929X.2012.705894
Belzunegui-Eraso, A., & Erro-Garcés, A. (2020). Teleworking in the context of the covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662
Butler, E. S., Aasheim, C., & Williams, S. (2007). Does Telecommuting Improve Productivity? Communications of the ACM, 50(4), 101. https://doi.org/10.1145/1232743.1232773
Chaudhry, S., & Joshi, C. (2017). Transformational leadership, HR practices and affective commitment to change: A theoretical perspective. Journal of Organisation and Human Behaviour, 6(3), 37-45. Retrieved from https://search.proquest.com/docview/1948234006?accountid=10067
Elldér, E. (2019). Who is eligible for telework? exploring the fast-growing acceptance of and ability to telework in sweden, 2005–2006 to 2011–2014. Social Sciences, 8(7), 200. https://doi.org/10.3390/socsci8070200
Hein, S., & Chavez, G. (2016). Shifting from transactional leadership (T2) to transformational leadership (T3) behavior with a full range leadership development program (FR-LDP) OD intervention. ABAC ODI Journal Vision.Action.Outcome, 3(1). Retrieved from https://search.proquest.com/docview/2384089243?accountid=10067
Kaczmarczyk, S., & Murtough, J. (2002). Measuring the performance of innovative workplaces. Journal of Facilities Management, 1(2), 163-176. https://doi.org/10.1108/14725960310807908
Kowalski, K. B., & Swanson, J. A. (2005). Critical success factors in developing teleworking programs. Benchmarking: An International Journal, 12(3), 236-249. https://doi.org/10.1108/14635770510600357
Lan, T.-S., Chang, I.-H., Ma, T.-C., Zhang, L.-P., & Chuang, K.-C. (2019). Influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction of cram school faculty members. Sustainability, 11(12), 3465. https://doi.org/10.3390/su11123465
Lautsch, B. A., Kossek, E. E., & Eaton, S. C. (2009). Supervisory approaches and paradoxes in managing telecommuting implementation. Human Relations, 62(6), 795-827. https://doi.org/10.1177/0018726709104543
Makarius, E. E., & Larson, B. Z. (2017). Changing the Perspective of Virtual Work: Building Virtual Intelligence at the Individual Level. Academy of Management Perspectives, 31(2), 159–178. https://doi.org/10.5465/amp.2014.0120
Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading Virtual Teams. Academy of Management Perspectives, 21(1), 60–70. https://doi.org/10.5465/amp.2007.24286164
Maruyama, T. and Tietze, S. (2012). From anxiety to assurance: concerns and outcomes of telework. Personnel Review, 41(4), 450-469. https://doi.org10.1108/00483481211229375
McCaffrey, C., & Breen, M. (2016). Quiet in the library: An evidence-based approach to improving the student experience. Portal : Libraries and the Academy, 16(4), 775-791. https://doi.org/10.1353/pla.2016.0052Mello, J. A. (2007). Managing telework programs effectively. Employee Responsibilities and Rights Journal, 19(4), 247-261. https://doi.org/10.1007/s10672-007-9051-1
Morgan, R. E. (2004). Teleworking: an assessment of the benefits and challenges. European Business Review, 16(4), 344–357. https://doi.org/10.1108/09555340410699613
Nakrošienė, A., Bučiūnienė, I., & Goštautaitė, B. (2019). Working from home: characteristics and outcomes of telework. International Journal of Manpower, 40(1), 87–101. https://doi.org/10.1108/ijm-07-2017-0172
New patterns for working time; international conference. (paris, september 26-29, 1972). final report. (1973). , 1-72. Retrieved from https://search.proquest.com/docview/64099313?accountid=10067
Ng, C. F. (2010). Teleworker’s home office: an extension of corporate office? Facilities, 28(3/4), 137–155. https://doi.org/10.1108/02632771011023113
Offstein, E. H., Morwick, J. M., & Koskinen, L. (2010). Making telework work: leading people and leveraging technology for competitive advantage. Strategic HR Review, 9(2), 32–37. https://doi.org/10.1108/14754391011022244
Overbey, J. A. (2013). Telecommuter intent to leave. Leadership & Organization Development Journal, 34(7), 680-699. https://doi.org/10.1108/LODJ-01-2012-0004
Pahi, M. H., & Hamid, K. A. (2016). The magic of destructive leadership: Laissez-faire leadership and commitment to service quality. International Journal of Economic Perspectives, 10(4), 602-609. Retrieved from https://search.proquest.com/docview/1964459986?accountid=10067
Rahman, M. S., Ferdausy, S., & Bhattacharjee, S. (2014). Assessing the relationships among transformational leadership, transactional leadership, job performance, and gender: An empirical study. ABAC Journal, 34(3) Retrieved from https://search.proquest.com/docview/2384080833?accountid=10067
Romeyn, J. (1992). Flexible working time: part-time and casual employment: an information and discussion paper. Dept of Industrial Relations, Industrial Relations Policy Division.
Sánchez, A. M., Pérez, M. P., Carnicer, P. D. L., & Jiménez, M. J. V. (2007). Teleworking and workplace flexibility: a study of impact on firm performance. Personnel Review, 36(1), 42–64. https://doi.org/10.1108/00483480710716713
Singfiel, J. (2018). When servant leaders appear laissez-faire: the effect of social identity prototypes on christian leaders. The Journal of Applied Christian Leadership, 12(1), 64-77. Retrieved from https://search.proquest.com/docview/2410491076?accountid=10067
Solís M. S. (2016). Telework: Conditions that have a positive and negative impact on the work-family conflict. Academia Revista Latinoamericana De Administración, 29(4), 435-449. https://doi.org/10.1108/ARLA-10-2015-0289
Sunu, S. A., Sfenrianto, S., & Wahyudi, M. (2018). Employee performance measurement in teleworking using balanced scorecard. International Journal of Electrical and Computer Engineering, 8(6), 5178-5184. Retrieved from https://search.proquest.com/docview/2211003347?accountid=10067
Thulin, E., Vilhelmson, B., & Johansson, M. (2019). New telework, time pressure, and time use control in everyday life. Sustainability, 11(11), 3067. https://doi.org/10.3390/su11113067
Tremblay, D. G. (2002). Balancing work and family with telework? Organizational issues and challenges for women and managers. Women in Management Review, 17(3/4), 157–170. https://doi.org/10.1108/09649420210425309
Verive, J. M., & DeLay, N. (2006). Measuring telework ROI: Metrics based on the employee life cycle. WorldatWork Journal, 15(2), 6-15. Retrieved from https://search.proquest.com/docview/216366155?accountid=10067
Viswesvaran, C. (1994). Flexible working time: Part-time and casual employment. Personnel Psychology, 47(4), 948. Retrieved from https://search.proquest.com/docview/220139599?accountid=10067
Ward, N., & Shabha, G. (2001). Teleworking: an assessment of socio‐psychological factors. Facilities, 19(1/2), 61–71. https://doi.org/10.1108/02632770110362811
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
107933019
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107933019
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Carolen_US
dc.contributor.author (Authors) 陳瑞媛zh_TW
dc.contributor.author (Authors) Chen, Jui-Yuanen_US
dc.creator (作者) 陳瑞媛zh_TW
dc.creator (作者) Chen, Jui-Yuanen_US
dc.date (日期) 2020en_US
dc.date.accessioned 2-Sep-2020 11:58:00 (UTC+8)-
dc.date.available 2-Sep-2020 11:58:00 (UTC+8)-
dc.date.issued (上傳時間) 2-Sep-2020 11:58:00 (UTC+8)-
dc.identifier (Other Identifiers) G0107933019en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/131562-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 107933019zh_TW
dc.description.abstract (摘要) Teleworking has become a trending working style because of technology improvements. Due to COVID-19, many companies started to implement teleworking. This study focuses on Taiwanese industries and collected data online with 124 respondents, whom have teleworking experience. Two interviews were also conducted, providing managerial viewpoints concerning teleworking. The results identified that independent job characteristics are more suitable for telework. Leadership style, flexibility of working, and the working location have impact on facilitating teleworkers’ performance. This research has some implications for companies intend to adopt teleworking for an effective telework model.en_US
dc.description.tableofcontents 1. Introduction 1
2. Literature review 6
2.1 Characteristics 6
2.1.1 Time Flexible 6
2.1.2 Qualified teleworker 8
2.2 Performance Factors 10
2.2.1 Leadership 10
2.2.2 Working Environment 12
2.3 Performance Measurement 14
3. Methodology 16
3.1 Survey 16
3.1.1 Participants 16
3.1.2 Procedure 16
3.1.3 Instruments 17
3.2 Interview 18
3.2.1 Interviewees 19
3.2.2 Procedure 20
3.2.3 Instruments 21
4. Result 23
4.1 Survey 23
4.1.1 Characteristics 23
4.1.2 Factors motivate performance 28
4.2 Interviews 37
4.2.1 Characteristics 37
4.2.2 Telework Management 37
4.2.3 Performance Measurement 41
5. Discussion and Limitation 42
5.1 Characteristics 42
5.2 Factors facilitate performance 44
5.3 Performance Measurement 48
5.4 Limitation 49
6. Conclusion 51
Reference 52
Appendix 56		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107933019en_US
dc.subject (關鍵詞) 遠距工作zh_TW
dc.subject (關鍵詞) 管理zh_TW
dc.subject (關鍵詞) 表現zh_TW
dc.subject (關鍵詞) 促成因素zh_TW
dc.subject (關鍵詞) 領導力zh_TW
dc.subject (關鍵詞) Teleworken_US
dc.subject (關鍵詞) Managementen_US
dc.subject (關鍵詞) Performanceen_US
dc.subject (關鍵詞) Facilitate Factorsen_US
dc.subject (關鍵詞) Leadershipen_US
dc.title (題名) 遠距工作管理：有效工作模式zh_TW
dc.title (題名) Telework Management: Effective Work Modelen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Bacon, C. V. (2020, May 21). “But I Don’t Want to Come Back to the Office!”: Insights: Vision & Elkins LLP. https://www.velaw.com/insights/but-i-dont-want-to-come-back-to-the-office/.
Bélanger, F., Watson-Manheim, M. B., & Swan, B. R. (2013). A multi-level socio-technical systems telecommuting framework. Behaviour & Information Technology, 32(12), 1257–1279. https://doi.org/10.1080/0144929X.2012.705894
Belzunegui-Eraso, A., & Erro-Garcés, A. (2020). Teleworking in the context of the covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662
Butler, E. S., Aasheim, C., & Williams, S. (2007). Does Telecommuting Improve Productivity? Communications of the ACM, 50(4), 101. https://doi.org/10.1145/1232743.1232773
Chaudhry, S., & Joshi, C. (2017). Transformational leadership, HR practices and affective commitment to change: A theoretical perspective. Journal of Organisation and Human Behaviour, 6(3), 37-45. Retrieved from https://search.proquest.com/docview/1948234006?accountid=10067
Elldér, E. (2019). Who is eligible for telework? exploring the fast-growing acceptance of and ability to telework in sweden, 2005–2006 to 2011–2014. Social Sciences, 8(7), 200. https://doi.org/10.3390/socsci8070200
Hein, S., & Chavez, G. (2016). Shifting from transactional leadership (T2) to transformational leadership (T3) behavior with a full range leadership development program (FR-LDP) OD intervention. ABAC ODI Journal Vision.Action.Outcome, 3(1). Retrieved from https://search.proquest.com/docview/2384089243?accountid=10067
Kaczmarczyk, S., & Murtough, J. (2002). Measuring the performance of innovative workplaces. Journal of Facilities Management, 1(2), 163-176. https://doi.org/10.1108/14725960310807908
Kowalski, K. B., & Swanson, J. A. (2005). Critical success factors in developing teleworking programs. Benchmarking: An International Journal, 12(3), 236-249. https://doi.org/10.1108/14635770510600357
Lan, T.-S., Chang, I.-H., Ma, T.-C., Zhang, L.-P., & Chuang, K.-C. (2019). Influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction of cram school faculty members. Sustainability, 11(12), 3465. https://doi.org/10.3390/su11123465
Lautsch, B. A., Kossek, E. E., & Eaton, S. C. (2009). Supervisory approaches and paradoxes in managing telecommuting implementation. Human Relations, 62(6), 795-827. https://doi.org/10.1177/0018726709104543
Makarius, E. E., & Larson, B. Z. (2017). Changing the Perspective of Virtual Work: Building Virtual Intelligence at the Individual Level. Academy of Management Perspectives, 31(2), 159–178. https://doi.org/10.5465/amp.2014.0120
Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading Virtual Teams. Academy of Management Perspectives, 21(1), 60–70. https://doi.org/10.5465/amp.2007.24286164
Maruyama, T. and Tietze, S. (2012). From anxiety to assurance: concerns and outcomes of telework. Personnel Review, 41(4), 450-469. https://doi.org10.1108/00483481211229375
McCaffrey, C., & Breen, M. (2016). Quiet in the library: An evidence-based approach to improving the student experience. Portal : Libraries and the Academy, 16(4), 775-791. https://doi.org/10.1353/pla.2016.0052Mello, J. A. (2007). Managing telework programs effectively. Employee Responsibilities and Rights Journal, 19(4), 247-261. https://doi.org/10.1007/s10672-007-9051-1
Morgan, R. E. (2004). Teleworking: an assessment of the benefits and challenges. European Business Review, 16(4), 344–357. https://doi.org/10.1108/09555340410699613
Nakrošienė, A., Bučiūnienė, I., & Goštautaitė, B. (2019). Working from home: characteristics and outcomes of telework. International Journal of Manpower, 40(1), 87–101. https://doi.org/10.1108/ijm-07-2017-0172
New patterns for working time; international conference. (paris, september 26-29, 1972). final report. (1973). , 1-72. Retrieved from https://search.proquest.com/docview/64099313?accountid=10067
Ng, C. F. (2010). Teleworker’s home office: an extension of corporate office? Facilities, 28(3/4), 137–155. https://doi.org/10.1108/02632771011023113
Offstein, E. H., Morwick, J. M., & Koskinen, L. (2010). Making telework work: leading people and leveraging technology for competitive advantage. Strategic HR Review, 9(2), 32–37. https://doi.org/10.1108/14754391011022244
Overbey, J. A. (2013). Telecommuter intent to leave. Leadership & Organization Development Journal, 34(7), 680-699. https://doi.org/10.1108/LODJ-01-2012-0004
Pahi, M. H., & Hamid, K. A. (2016). The magic of destructive leadership: Laissez-faire leadership and commitment to service quality. International Journal of Economic Perspectives, 10(4), 602-609. Retrieved from https://search.proquest.com/docview/1964459986?accountid=10067
Rahman, M. S., Ferdausy, S., & Bhattacharjee, S. (2014). Assessing the relationships among transformational leadership, transactional leadership, job performance, and gender: An empirical study. ABAC Journal, 34(3) Retrieved from https://search.proquest.com/docview/2384080833?accountid=10067
Romeyn, J. (1992). Flexible working time: part-time and casual employment: an information and discussion paper. Dept of Industrial Relations, Industrial Relations Policy Division.
Sánchez, A. M., Pérez, M. P., Carnicer, P. D. L., & Jiménez, M. J. V. (2007). Teleworking and workplace flexibility: a study of impact on firm performance. Personnel Review, 36(1), 42–64. https://doi.org/10.1108/00483480710716713
Singfiel, J. (2018). When servant leaders appear laissez-faire: the effect of social identity prototypes on christian leaders. The Journal of Applied Christian Leadership, 12(1), 64-77. Retrieved from https://search.proquest.com/docview/2410491076?accountid=10067
Solís M. S. (2016). Telework: Conditions that have a positive and negative impact on the work-family conflict. Academia Revista Latinoamericana De Administración, 29(4), 435-449. https://doi.org/10.1108/ARLA-10-2015-0289
Sunu, S. A., Sfenrianto, S., & Wahyudi, M. (2018). Employee performance measurement in teleworking using balanced scorecard. International Journal of Electrical and Computer Engineering, 8(6), 5178-5184. Retrieved from https://search.proquest.com/docview/2211003347?accountid=10067
Thulin, E., Vilhelmson, B., & Johansson, M. (2019). New telework, time pressure, and time use control in everyday life. Sustainability, 11(11), 3067. https://doi.org/10.3390/su11113067
Tremblay, D. G. (2002). Balancing work and family with telework? Organizational issues and challenges for women and managers. Women in Management Review, 17(3/4), 157–170. https://doi.org/10.1108/09649420210425309
Verive, J. M., & DeLay, N. (2006). Measuring telework ROI: Metrics based on the employee life cycle. WorldatWork Journal, 15(2), 6-15. Retrieved from https://search.proquest.com/docview/216366155?accountid=10067
Viswesvaran, C. (1994). Flexible working time: Part-time and casual employment. Personnel Psychology, 47(4), 948. Retrieved from https://search.proquest.com/docview/220139599?accountid=10067
Ward, N., & Shabha, G. (2001). Teleworking: an assessment of socio‐psychological factors. Facilities, 19(1/2), 61–71. https://doi.org/10.1108/02632770110362811		zh_TW
dc.identifier.doi (DOI) 10.6814/NCCU202001213en_US