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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 2-九月-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.2012.705894Belzunegui-Eraso, A., & Erro-Garcés, A. (2020). Teleworking in the context of the covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662Butler, E. S., Aasheim, C., & Williams, S. (2007). Does Telecommuting Improve Productivity? Communications of the ACM, 50(4), 101. https://doi.org/10.1145/1232743.1232773Chaudhry, 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=10067Elldér, 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/socsci8070200Hein, 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=10067Kaczmarczyk, S., & Murtough, J. (2002). Measuring the performance of innovative workplaces. Journal of Facilities Management, 1(2), 163-176. https://doi.org/10.1108/14725960310807908Kowalski, K. B., & Swanson, J. A. (2005). Critical success factors in developing teleworking programs. Benchmarking: An International Journal, 12(3), 236-249. https://doi.org/10.1108/14635770510600357Lan, 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/su11123465Lautsch, 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/10.1177/0018726709104543Makarius, 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.2014.0120Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading Virtual Teams. Academy of Management Perspectives, 21(1), 60–70. https://doi.org/10.5465/amp.2007.24286164Maruyama, T. and Tietze, S. (2012). From anxiety to assurance: concerns and outcomes of telework. Personnel Review, 41(4), 450-469. https://doi.org10.1108/00483481211229375McCaffrey, 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/s10672-007-9051-1Morgan, R. E. (2004). Teleworking: an assessment of the benefits and challenges. European Business Review, 16(4), 344–357. https://doi.org/10.1108/09555340410699613Nakrošienė, 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-07-2017-0172New 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=10067Ng, C. F. (2010). Teleworker’s home office: an extension of corporate office? Facilities, 28(3/4), 137–155. https://doi.org/10.1108/02632771011023113Offstein, 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/10.1108/14754391011022244Overbey, J. A. (2013). Telecommuter intent to leave. Leadership & Organization Development Journal, 34(7), 680-699. https://doi.org/10.1108/LODJ-01-2012-0004Pahi, 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=10067Rahman, 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=10067Romeyn, 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/10.1108/00483480710716713Singfiel, 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=10067Solís 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-10-2015-0289Sunu, 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=10067Thulin, 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/su11113067Tremblay, 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/10.1108/09649420210425309Verive, 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=10067Viswesvaran, C. (1994). Flexible working time: Part-time and casual employment. Personnel Psychology, 47(4), 948. Retrieved from https://search.proquest.com/docview/220139599?accountid=10067Ward, 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, Carol en_US dc.contributor.author (作者) 陳瑞媛 zh_TW dc.contributor.author (作者) Chen, Jui-Yuan en_US dc.creator (作者) 陳瑞媛 zh_TW dc.creator (作者) Chen, Jui-Yuan en_US dc.date (日期) 2020 en_US dc.date.accessioned 2-九月-2020 11:58:00 (UTC+8) - dc.date.available 2-九月-2020 11:58:00 (UTC+8) - dc.date.issued (上傳時間) 2-九月-2020 11:58:00 (UTC+8) - dc.identifier (其他 識別碼) G0107933019 en_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) 107933019 zh_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 12. Literature review 62.1 Characteristics 62.1.1 Time Flexible 62.1.2 Qualified teleworker 82.2 Performance Factors 102.2.1 Leadership 102.2.2 Working Environment 122.3 Performance Measurement 143. Methodology 163.1 Survey 163.1.1 Participants 163.1.2 Procedure 163.1.3 Instruments 173.2 Interview 183.2.1 Interviewees 193.2.2 Procedure 203.2.3 Instruments 214. Result 234.1 Survey 234.1.1 Characteristics 234.1.2 Factors motivate performance 284.2 Interviews 374.2.1 Characteristics 374.2.2 Telework Management 374.2.3 Performance Measurement 415. Discussion and Limitation 425.1 Characteristics 425.2 Factors facilitate performance 445.3 Performance Measurement 485.4 Limitation 496. Conclusion 51Reference 52Appendix 56 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107933019 en_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) Telework en_US dc.subject (關鍵詞) Management en_US dc.subject (關鍵詞) Performance en_US dc.subject (關鍵詞) Facilitate Factors en_US dc.subject (關鍵詞) Leadership en_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 Model en_US dc.type (資料類型) thesis en_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.2012.705894Belzunegui-Eraso, A., & Erro-Garcés, A. (2020). Teleworking in the context of the covid-19 crisis. Sustainability, 12(9), 3662. https://doi.org/10.3390/su12093662Butler, E. S., Aasheim, C., & Williams, S. (2007). Does Telecommuting Improve Productivity? Communications of the ACM, 50(4), 101. https://doi.org/10.1145/1232743.1232773Chaudhry, 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=10067Elldér, 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/socsci8070200Hein, 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=10067Kaczmarczyk, S., & Murtough, J. (2002). Measuring the performance of innovative workplaces. Journal of Facilities Management, 1(2), 163-176. https://doi.org/10.1108/14725960310807908Kowalski, K. B., & Swanson, J. A. (2005). Critical success factors in developing teleworking programs. Benchmarking: An International Journal, 12(3), 236-249. https://doi.org/10.1108/14635770510600357Lan, 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/su11123465Lautsch, 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/10.1177/0018726709104543Makarius, 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.2014.0120Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading Virtual Teams. Academy of Management Perspectives, 21(1), 60–70. https://doi.org/10.5465/amp.2007.24286164Maruyama, T. and Tietze, S. (2012). From anxiety to assurance: concerns and outcomes of telework. Personnel Review, 41(4), 450-469. https://doi.org10.1108/00483481211229375McCaffrey, 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/s10672-007-9051-1Morgan, R. E. (2004). Teleworking: an assessment of the benefits and challenges. European Business Review, 16(4), 344–357. https://doi.org/10.1108/09555340410699613Nakrošienė, 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-07-2017-0172New 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=10067Ng, C. F. (2010). Teleworker’s home office: an extension of corporate office? Facilities, 28(3/4), 137–155. https://doi.org/10.1108/02632771011023113Offstein, 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/10.1108/14754391011022244Overbey, J. A. (2013). Telecommuter intent to leave. Leadership & Organization Development Journal, 34(7), 680-699. https://doi.org/10.1108/LODJ-01-2012-0004Pahi, 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=10067Rahman, 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=10067Romeyn, 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/10.1108/00483480710716713Singfiel, 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=10067Solís 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-10-2015-0289Sunu, 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=10067Thulin, 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/su11113067Tremblay, 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/10.1108/09649420210425309Verive, 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=10067Viswesvaran, C. (1994). Flexible working time: Part-time and casual employment. Personnel Psychology, 47(4), 948. Retrieved from https://search.proquest.com/docview/220139599?accountid=10067Ward, 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/NCCU202001213 en_US
