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How does telework influence the manager-employee relationship?

Author

Listed:
  • Claire Dambrin

    (CREFIGE - Centre Européen de Recherche en Finance et Gestion - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

Abstract

Companies are sometimes reluctant to implement telework in their teams because managers may lose control over their teleworking employees. The question we try to answer in this paper is: Does telework have an impact on the manager-employee relationship and, if so, what sort of impact is it? We first propose a literature review on this theme. We then restitute the empirical results of a case study realised in a salespeople team of home-based teleworkers. Through the analysis of e-mails, in-depth interviews, and direct observation, we show that: telework reduces formal communication between employees and their direct manager while it develops interpretation bias. It facilitates communication between distant hierarchical levels, reducing the importance of professional and social status. Telework increases employees' autonomy towards their manager. One of the only ways for the manager to evaluate teleworkers is to devote their accountability to results. Overall, telework reduces the importance of the manager in the employee's professional concerns.

Suggested Citation

  • Claire Dambrin, 2004. "How does telework influence the manager-employee relationship?," Post-Print hal-00480623, HAL.
    • Handle: RePEc:hal:journl:hal-00480623
    DOI: 10.1504/IJHRDM.2004.005044
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    Citations

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    Cited by:

    1. N. Soens & A. De Vos & D. Buyens, 2006. "Explaining company-level influences on individual career choices: towards a transitional career pattern? Evidence from Belgium," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 06/397, Ghent University, Faculty of Economics and Business Administration.
    2. Song, Younghwan & Gao, Jia, 2018. "Does Telework Stress Employees Out? A Study on Working at Home and Subjective Well-Being for Wage/Salary Workers," IZA Discussion Papers 11993, Institute of Labor Economics (IZA).
    3. Chandra, Shalini & Shirish, Anuragini & Srivastava, Shirish C., 2020. "Theorizing technological spatial intrusion for ICT enabled employee innovation: The mediating role of perceived usefulness," Technological Forecasting and Social Change, Elsevier, vol. 161(C).
    4. François-Xavier de Vaujany & Aurélie Leclercq Vandelannoitte & Iain Munro & Yesh Nama & Robin Holt, 2021. "Control and Surveillance in Work Practice: Cultivating Paradox in ‘New’ Modes of Organizing," Post-Print hal-03268925, HAL.
    5. Leclercq-Vandelannoitte, Aurélie, 2021. "“Seeing to be seen”: The manager’s political economy of visibility in new ways of working," European Management Journal, Elsevier, vol. 39(5), pages 605-616.
    6. Lill, Jeremy B., 2020. "When the Boss is far away and there is shared pay: The effect of monitoring distance and compensation interdependence on performance misreporting," Accounting, Organizations and Society, Elsevier, vol. 86(C).
    7. Palvinder Singh & Rajesh Paleti & Syndney Jenkins & Chandra Bhat, 2013. "On modeling telecommuting behavior: option, choice, and frequency," Transportation, Springer, vol. 40(2), pages 373-396, February.
    8. Younghwan Song & Jia Gao, 2020. "Does Telework Stress Employees Out? A Study on Working at Home and Subjective Well-Being for Wage/Salary Workers," Journal of Happiness Studies, Springer, vol. 21(7), pages 2649-2668, October.

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