Communication Currents

Advances in technology have enabled new approaches to work that challenge the conventional notions of how, when, and from what location work is accomplished. For example, employees who telework use technology to accomplish their work at a location other than the traditional office or physically shared workspace. Telework has been touted as a means to improve employee job satisfaction and productivity, yet telework adoption may be met with resistance due to concerns about employees working in an environment that does not enable frequent face-to-face communication with colleagues. We conducted a research study to analyze the conflicting claims about the advantages and disadvantages of telework, in order to determine why telework is related to higher job satisfaction.

There are many known benefits of working in close proximity to one’s colleagues. The ability to communicate face-to-face on a daily basis helps employees to develop a sense of closeness and to exchange information in a way that feels easy and natural. Because of this, there is a commonly articulated concern that teleworking employees will be “out of sight, out of mind,” and will miss out on information and interactions crucial to their work.

These are valid concerns. However, research has shown that telework is related to higher job satisfaction and a variety of positive employee outcomes. This suggests that frequent face-to-face communication may not be necessary for an effective and satisfying work environment. Working in close proximity to others has some benefits, but it can also be distracting and stressful and may infringe on employees’ flexibility and autonomy. Working from home or another remote location provides unique advantages for employees.

To analyze the potential benefits and drawbacks of telework, we surveyed employees who regularly telework at least three days a week (teleworkers) and compared their responses to those of employees who work alongside their colleagues in an office or shared workspace at least three days a week (office-based employees).

What are the benefits of telework?
Our research shows that teleworkers are more satisfied with their jobs compared to office-based employees, and that they experience a number of benefits associated with working remotely the majority of the time. 

Compared to office-based employees, teleworkers experience less work-life conflict, meaning that they are less likely to feel their work interferes with their personal roles and responsibilities.

Teleworkers are also able to avoid some of the stress associated with meetings, casual conversations, and other interruptions that are inherent in the workplace. Meetings and interruptions may distract from employees’ ability to focus and complete their work, which creates a sense of stress and time pressure. Because teleworkers are able to avoid some of these interruptions, they experience less stress than do office-based employees.

Telework also limits employees’ exposure to office politics. By working remotely the majority of the time, teleworkers can avoid or ignore some of the unjust practices within the organization, such as cronyism, self-interested behavior, and pressure against speaking out against those in power.

Finally, teleworkers exchange information with others less frequently than do office-based employees, but both groups have similar access to valuable and timely information. Teleworkers are able to stay connected to the information they need, without constant communication with others.

How are these benefits associated with job satisfaction?
Our study provides three explanations for why teleworking employees are more satisfied with their jobs relative to office-based employees. First, telework is associated with higher job satisfaction because it alleviates work-life conflict. The flexibility of telework allows employees to structure their work so that there is less spillover into their personal lives, and this is highly satisfying.

Second, telework is connected to job satisfaction through the influences of information exchange, stress from interruptions, and work-life conflict. When employees telework the majority of the time, they have less frequent contact with others in order to exchange information. In turn, they are less likely to be interrupted by meetings and conversations with colleagues, and they experience less stress. With lower work-related stress, teleworkers are able to prevent their work from seeping into their personal lives. Because of this, they are more satisfied compared to office-based employees.

Third, teleworkers are more satisfied with their jobs because they are less exposed to office politics. They are less aware of the general political behavior in the organization, and therefore are less likely to feel that they have to conform and go along with the political behavior in order to get ahead.

Our research emphasizes the advantages of restricted face-to-face communication in the workplace. Teleworking the majority of the time allows employees to filter out some of the distracting and stressful aspects of the workplace and in turn experience greater job satisfaction. Teleworkers benefit from their limited physical presence in the office, which shields them from constant information flow, meetings and interruptions, unjust power plays, and other aspects of work that generate stress and interfere with their personal responsibilities.

Strategies for creating a satisfying work environment
Clearly, organizations should address workplace practices that contribute to information glut, stress, work-life conflict, and office politics. In addition to implementing teleworking arrangements for employees, there are a number of strategies organizations may consider. Collaborative teams should be encouraged to limit their number of scheduled meetings, and to only involve team members who are vital to the meeting objectives. Organizations should also find ways to diminish information overload, such as limiting mass email, streamlining information exchange practices, and providing common spaces where information can be stored and accessed by employees according to their needs (e.g., intranet site,shared servers). In general, meetings and information exchange within organizations should be tailored to employees’ needs in order to prevent overload and stress.

Organizations may also need to implement practices and policies that facilitate uninterrupted work and aid work-life balance. Blocks of ‘‘quiet time’’ could be scheduled during the workday to provide employees uninterrupted time to work. “Quiet offices’’ could also be made available for employees to use when they need to focus without distraction. Employees may also need to be encouraged to take pre-scheduled time off and to disconnect from workplace communication when they are done working for the day.

Political behavior in the organization must also be addressed. Reward and promotion practices should regularly be audited and organizations should look for ways to encourage dissenting opinions while also sustaining a supportive climate. “Safe” venues should be made available for employees to vent and register their complaints and concerns without fear of retaliation.

Organizations that implement successful solutions that diminish employee stress, information overload, perceptions of political behavior, and work-life conflict will provide a highly satisfying work environment for office-based and teleworking employees.