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This Advertiser used Google’s DoubleClick ad serving/targeting platform to determine that you so this ad may are matched to your interests or previous visits to websites, or it may are selected based solely on the website you are visiting. Last October the Journal of Applied Communication published the results of a brand new study by Professors Kathryn Fonner and Michael Roloff entitled Why Teleworkers are More Satisfied with their Jobs than are Office based Workers. Ok, and now one of the most important parts. When Less Contact is Beneficial. Accordingly the implication for telework was that high intensity teleworkers achieve higher levels of benefits from their work than do their cubicle based counterparts.

That’s critical news in the steady advancement toward a greener mobile workforce. Actually the professors challenged the value of workplace face to face interactions and found that an employee’s job satisfaction increases as face to face interactions decrease. Teleworkers should be challenged by the adage that those who are unseen are out of mind. Playing on this fear, telework has faced an uphill battle. For quite sometime supervisors who fear they can’t manage their workers away from the office have used the argument that having their staff near to them was good for the staff, that employees will otherwise miss out on the water cooler insights and exchange of ideas that come from working shoulder to shoulder. Although, do teleworkers miss out? Accordingly the key difference is the teleworker’s ability to disconnect purposefully which enables them to stay focused and clear. Seriously. When things are ‘well managed’ they only miss out on the stress, as it turns out. They have greater control over access hence greater ability to finish a task without interruption once they have all the key information. Teleworkers interact less often with their team but regarding the quality of information exchanged they do not miss out.

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So stress driver is information quality.

Timely, a great deal more frustrated than when they receive gonna experience information overload and have less trouble getting their tasks delivered on time than their office cohorts who often experience the forces of excessive information. Teleworkers and office workers share in the reaction to the quality of the information. It seems that the myth that you will miss out if not in the office lacks a factual basis in results. It has less of a relationship to their personal job satisfaction, Surely it’s less stressful, while they perceive their cohorts desires to get ahead. Teleworkers are also spared the stress of working in a politicized and individualistic climate. It seems that when we think someone is playing favorites or abusing their power our stress levels rise but when we think someone is working the system to get ahead our stress does not increase. Fonner and Roloff’s research confirms a couple of other studies which link office politics to lower job satisfaction, lower commitment and increased anxiety.

Regarding the power abuse and favoritism teleworkers were not as stressed as office based workers. And so it’s fair to assume So there’re always exceptions like direct competition for identical position which is an example where using the system to get ahead will be stressful regardless, while the authors did not say so. Interruptions Add Stress and Teleworkers Experience Fewer of Them. Teleworkers have greater control over the boundaries of interruptions and distractions. Professors Fonner and Roloff have used 20 research years on the workplace to develop a solid argument that we are more anxious when we are in the workplace than when we are away from it. Consequently, with fewer interruptions teleworkers can get more done in less time which is a stress reliever. Teleworkers experience less stress and fatigue than their cubicle pals who must endure unexpected conversations, background noise and impromptu interruptions from distracted co workers. It did support the assumption that teleworkers experienced less stress, while this had no direct relationship to job satisfaction. Now look. Whenever engaging when advantageous, disengaging when they need time to think, working with higher quality information, and staying outside the fray of petty politics, it confirms that teleworkers enjoy their jobs more as their environment gives them more control over their work.

Telework makes them more productive workers, a fact that means And so it’s not a perk but a responsible management strategy for organizations who look for to do more with less. Accordingly the study provides insight into the preconception many managers have that employees enjoy working away from the office and therefore telework is just a perk, a reward for good behavior. It’s impact is bigger than the entire recycling effort that we have built over the past 20 years. Telework solves big problems in our efforts to become responsible stewards of this planet. Now regarding the aforementioned fact… I know it’s our duty to understand how to thrive in an office where employees are not contained within its walls and employees need to have tools to overcome the challenges of working virtually.

Ann Miller
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