SCΗΟΟL ΟF SΟCIAL SCIΕNCΕS ΜΑSTΕR IN ΒUSΙNΕSS ΑDMΙNΙSTRATΙΟN Pοstgraduate Dissertatiοn “The impact of Teleworking on Human Resources Management” Andromachi Didachou Supervisor: Karakapilidis Nikolaos Patras, July 2021 “ Theses / Dissertations remain the intellectual property of students, but in the context of open access policy they grant to the HOU a non-exclusive license to use the right of reproduction, customization, public lending, presentation to an audience and digital dissemination thereof internationally, in electronic form and by any means for teaching and research purposes, for no fee and throughout the duration of intellectual property rights. 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Creator, Didachou Andromachi retain all their moral and property rights.” “The impact of Teleworking on Human Resources Management” Andromachi Didachou Supervising Committee Supervisor: Co Supervisor: Karakapilidis Nikolaos Folinas Dimitris School of Social Sciences Hellenic School of Social Sciences Hellenic Open University Open University Patras, July 2021 “To my father” “Special thanks to my teachers in Hellenic Open University, especially to my supervisor Mr. Karakapilidis for encouraging and supporting me in this effort making this dissertation feasible.” 1 Περίληψη Η τηλεργασία έχει πλούσια βιβλιογραφία από έρευνες και μελέτες που προσεγγίζουν το θέμα από πολλές διαφορετικές οπτικές γωνίες. Η παρούσα διατριβή προσφέρει μια τεκμηριωμένη ανάλυση που συσχετίζει κύριους παράγοντες της διοικητικής επιστήμης και των πρακτικών HRM με την τηλεργασία. Η επιλογή των παραγόντων Δέσμευση στον Οργανισμό, Ενδυνάμωση, Ομαδική εργασία, Εκπαίδευση, Συμμετοχή των Εργαζομένων έγινε με γνώμονα τη σημαντικότητα τους στη διοίκηση των επιχειρήσεων καθώς και στο HRM και του γεγονότος ότι δεν υπάρχει συναίνεση στην υφιστάμενη βιβλιογραφία όσον αφορά τη συσχέτιση τους με την τηλεργασία. Για την επίτευξη των στόχων της διατριβής διενεργήθηκε έρευνα με κατάλληλα δομημένο ερωτηματολόγιο, που διανεμήθηκε σε εργαζόμενους των τριών μεγαλύτερων εταιριών κινητής τηλεφωνίας της Ελλάδος. Τα πρωτογενή δεδομένα συλλέχθηκαν από 165 συμπληρωμένα ερωτηματολόγια και επεξεργάστηκαν από το στατιστικό πρόγραμμα SPSS. Τα αποτελέσματα της έρευνας εξήχθησαν με τη χρήση απλής γραμμικής παλινδρόμησης μεταξύ της ανεξάρτητης μεταβλητής telework και κάθε ενός από τους προαναφερόμενους παράγοντες (εξαρτημένες μεταβλητές). Τα ευρήματα της έρευνας έδειξαν την ύπαρξη αρνητικής συσχέτισης της τηλεργασίας με όλους τους υπό εξέταση παράγοντες, επιβεβαιώνοντας την ανάγκη της εστίασης και της αντιμετώπισης, από το HRM και τις διοικήσεις των εταιριών, των μακροπρόθεσμων προβλημάτων που εισάγει η τηλεργασία. Λέξεις-κλειδιά: Τηλεργασία, Δέσμευση στον Οργανισμό, Διοίκηση Ανθρώπινου Δυναμικού, Ενδυνάμωση, Ομαδική εργασία, Εκπαίδευση, Συμμετοχή των Εργαζομένων 2 Abstract Teleworking has rich literature from research and studies that approach the subject from many different perspectives. This thesis offers an evidence-based analysis that correlates key factors in management science and HRM practices with teleworking. The selection of factors Commitment to the Organization, Empowerment, Teamwork, Education, Employee Involvement was based on their importance in business administration as well as HRM and the fact that there is no consensus in the existing literature regarding their association with teleworking. In order to achieve the objectives of the thesis, a survey was carried out with a properly structured questionnaire, distributed to employees of the three largest mobile operators in Greece. The primary data were collected from 165 completed questionnaires and processed by the SPSS statistical program. The results of the survey were extracted using simple linear regression between the independent variable telework and each of the above factors (dependent variables). The findings of the investigation showed a negative correlation between teleworking and all the factors under consideration, confirming the need for HRM and company administrations to focus and address the long-term problems introduced by teleworking. Keywords: Teleworking, Organizational Commitment, Human Resource Management, Empowerment, Teamwork, Education, Employee Involvement 3 Table of Contents Chapter 1. Introduction .............................................................................................. 7 Chapter 2: Literature Review ....................................................................................11 2.1. Telework ...................................................................................................... 11 2.2. Commitment to Organization ........................................................................ 14 2.3. Empowerment .............................................................................................. 15 2.4. Teamwork .................................................................................................... 16 2.5. Training ........................................................................................................ 17 2.6. Employee involvement ................................................................................. 18 Chapter 3: Methodology Framework ........................................................................20 3.1. Scope of Research......................................................................................... 20 3.2. Data .............................................................................................................. 20 3.3. Sample .......................................................................................................... 21 3.4. Methodology ................................................................................................ 21 3.5. Research Tool - Questionnaire ...................................................................... 21 3.6. Reliability of the Questionnaire..................................................................... 23 Chapter 4: Research Results .....................................................................................25 4.1 Frequencies of Demographics ........................................................................ 25 4.1.1. Gender ................................................................................................... 25 4.1.2. Age ........................................................................................................ 25 4.1.3. Marital Status ......................................................................................... 26 4.1.4. Education ............................................................................................... 28 4.1.5. Children ................................................................................................. 29 4.1.6. Employment Relationship ...................................................................... 30 4.1.7. Teleworking ........................................................................................... 31 4.2 Descriptive Statistics...................................................................................... 32 4 4.3 Analysis Results of simple linear regressions ................................................. 33 4.3.1 Results of simple linear regression between Empowerment and Teleworking ........................................................................................................................ 33 4.3.2 Results of simple linear regression between Training and Teleworking ... 35 4.3.3 Results of simple linear regression between Teamwork and Teleworking 37 4.3.4 Results of simple linear regression between Employee Involvement and Teleworking .................................................................................................... 39 4.3.5 Results of simple linear regression between Commitment to Organization and Teleworking .............................................................................................. 41 Chapter 5: Discussion and Conclusion ......................................................................43 References ................................................................................................................47 Appendices...............................................................................................................57 A. Questionnaire in Greek. .................................................................................. 57 Β. Questionnaire Link.......................................................................................... 65 Table of Figures Figure 1.: % frequencies of Gender Pie.................................................................... 25 Figure 2: %Frequencies of Age – Pie ....................................................................... 26 Figure 3: % Frequencies of Marital Status – Pie ...................................................... 27 Figure 4: %Frequencies of Education – Pie ............................................................. 28 Figure 5: %Frequencies of Children – Pie ................................................................ 29 Figure 6: %Frequencies of Employment Relationship – Pie ..................................... 30 Figure 7: %Frequencies of Teleworking – Pie ......................................................... 31 Figure 8: Scatter Plot of Teleworking by Empowerment .......................................... 34 Figure 9: Scatter Plot of Teleworking by Training ................................................... 36 Figure 10: Scatter Plot of Teleworking by Teamwork .............................................. 38 Figure 11. : Scatter Plot of Teleworking by Employee Involvement ........................ 40 Figure 13: Scatter Plot of Teleworking by Commitment to Organization ................. 42 5 Tables Table 1: Cronbach Alpha Coefficient ...................................................................... 23 Table 2:%Frequencies of Gender ............................................................................. 25 Table 3: %Frequencies of Age ................................................................................. 26 Table 4: % Frequencies of Marital Status ................................................................ 27 Table 5: % Frequencies of Education....................................................................... 28 Table 6: % Frequencies of Children ......................................................................... 29 Table 7: % Frequencies of Employment Relationship .............................................. 30 Table 8: % Frequencies of Teleworking................................................................... 31 Table 9: Descriptive Statistics Data ......................................................................... 32 Table 10: Simple linear regression between Empowerment and Teleworking .......... 33 Table 11: Simple linear regression between Training and Teleworking .................... 35 Table 12: Simple linear regression between Teamwork and Teleworking ................ 37 Table 13: Simple linear regression between Employee Involvement & Teleworking.39 Table 14: Simple linear regression between Commitment to Organization and Teleworking ............................................................................................................ 41 6 Chapter 1. Introduction Teleworking, as a new form of organization and / or execution of work, appeared as early as the 1970s, first in U.S.A. and the Nordic countries and then in United Kingdom. The spread of teleworking in the other countries - members of the European Union was limited until 1994, and since then there has been a clear upward trend in its adoption within European - and not only - borders. The rapid technological developments in combination with the intensifying international competition and the European Framework Agreement of 1994, which laid down the general rules for the protection of workers' rights in the face of the challenges of new technologies for remote work, contributed to this (ESCG, 2020). In a short period of time, the COVID-19 pandemic has radically changed people's lives around the world. In addition to the devastating health consequences for people directly affected by the virus, the COVID-19 pandemic has had a significant impact on the way people live and work, profoundly affecting their physical and mental well-being (Coppola et al., 2021). A recent survey, in the middle of the second wave of the Covid-19 pandemic, of the Human Resources Management Laboratory of the Athens University of Economics, on a sample of 662 employees who had experienced working from home, showed that the majority (54%) worked for the first time from a distance within the pandemic and the vast majority of them were fully employed (91%). The research findings showed that employees are dissatisfied with the reduction of communication time with colleagues and that teleworking increases the chances of burnout. 37.4% said working hours increased, 14% said their working hours were reduced, while only 45.6% said their working hours remained stable (AUEB, 2021). The literature on teleworking is rich with a number of approaches, addressing employee health issues (Tavares, 2017; Belzunegui - Eraso & Erro - Garcés, 2020), institutional framework (Chudinovskikh & Tonkikh, 2020; Kotoula & Mitsis, 2021; Sládek & Sigmund, 2021), productivity (Ruth & Chaudhry, 2008; Mahler, 2012 ; Kazekami, 2020), job satisfaction (Bae & Kim, 2016; Brunelle & Fortin, 2021) and many other parameters, whose results are not reach a consensus. 7 With the Covid-19 pandemic changing the work landscape, it becomes particularly important to consider how teleworking affects critical management factors which in turn affect the effectiveness and efficiency of organizations in the short and long term. Human resource managers note that the transition to teleworking can bring some benefits in the short term but if the necessary steps and the appropriate measures are not taken by the organizations then the situation can turn into significant losses (Kazekami, 2020). The dynamically evolving field of teleworking due to the pandemic is a driving force for organizations to change their strategies both in terms of infrastructure and financial resources as well as in terms of human resources. Process transformation, and even entire business reengineering may be required to adapt businesses to the new era. The redesign of jobs, the filling of the knowledge gaps created by the new conditions as well as the new skills that must be acquired by the employees of the companies already make the work of the human resources executives particularly demanding (Davidescu et al., 2020). Redefining HRM and potentially transforming it into a sustainable HRM seems to be a more appropriate approach to real human resource management with the goal of achieving both job satisfaction and job efficiency. In order to make these goals sustainable in the long run, special attention must be paid to the care of employees and their work environment. The flexible way of working through teleworking should not undermine employee involvement, teamwork and employee empowerment, nor degrade their training and commitment to the organization. Maintaining the bonds of the employees with the organization, finding new methods that can make the motivation effective, according to the new parameters set by teleworking, ensuring meritocracy and equality, maintaining high levels of perceived support both from the organization as well as from the supervisors, the compliance with the work regulations and all this without burdening the profitability are great challenges for HRM (Chin, 2020). 8 Despite research and extensive literature on teleworking, focused empirical research on whether and to what extent teleworking affects key management and organisational behaviour factors such as empowerment, employee engagement, commitment to organisation and teamwork as well as HRM practices such as training are minimal. This thesis contributes to literature by examining the impact of the megatrend of teleworking on enterprises and especially on HRM. Through literature research, the dimensions of each factor to be examined are recorded and the appropriate questions and scales of the questionnaire are formed, with which we will collect the research data. Working from home reshapes the boundaries of work, leisure and learning and it also changes employees' relationships with organizations. The dissertation examines the extent to which, employee empowerment, teamworking, training and employee involvement and organizational commitment are related with teleworking. It is a fact that teleworking and working from home does not affect the same way the industries. This survey will cover for the first time the telecommunications services industry in Greece. Specifically, we will gather data from employees of the three mobile network operators, namely Cosmote, Wind and Vodafone. In the second chapter the literature review analyzes the concept of telework and the commitment of employees to the organization and their possible association. It also captures the findings of studies that relate the tools and practices of HRM, managerial factors and organizational behavior such as: a) employee empowerment, b) teamworking, c) training and d) employee involvement and e) commitment to organization with teleworking and sets the hypotheses to be examined. The third chapter of the dissertation defines the objectives of the research, describes the sample, the methodology followed and the limitations of the research. In particular, in the subsection of the methodology, the structure of the questionnaire and the reliability test of the questionnaire are analyzed. The fourth chapter lists and analyses the results of the research, while the fifth chapter sets out the conclusions and submits proposals for future research. 9 The dissertation contributes on the one hand because it provides useful information to the management and the executives of the companies that participated in the research and on the other hand to the international literature with findings that can be further used to improve employee engagement in the organization. 10 Chapter 2: Literature Review 2.1. Telework Baruch (2001) defines telework as "a flexible work arrangement in which employees perform all or a significant part of their work separately from their employer, using an identity for operation and communication", while Caillier ( 2012), as teleworking, defines the "ability of employees to perform some or all of their duties at home or in an alternative position for them". The official definition of telework for the USA is "a work arrangement that allows and employee to perform work, during any part of regular, paid hours, at an approved alternative worksite (e.g., home, telework center) " and does not include any part of work done while on official travel or mobile work (OPM.GOV, 2021). On the EU side "telework is a form of organizing and/or performing work, using information technology, in the context of an employment contract/ relationship, where work, which could also be performed at the employer's premises, is carried out away from those premises on a regular basis" (Eurofound, 2010). Kurland & Bailey (1999), in their study on the effects of teleworking at the individual level, argue that advantages include no need for relocation, less time consuming, comfortable work environment, less stress, cost savings, fewer distractions, more autonomy, work/family balance, schedule flexibility, absence of office politics, more job satisfaction and workplace fairness. From the other hand challenges include, work/family balance, longer hours, social and professional isolation, conducive home environment, organizational culture, informal interaction, reduced office influence, technological competence, access to resources and focusing on work. At the same vein Boell et al. (2013), add to the advantages, the possibility to coordinate for work-life balance, increased work autonomy and productivity, spatial mobility beyond commuting distance, savings based on less travelling and type of clothing and increased job satisfaction. They add also to challenges the lack of socializing opportunities, worklife blurring, reduced trust, less workplace involvement, questions about career, unwanted interruptions and lack of technical support. 11 Crandall & Gao (2005), argues that telework advantages include, less pressure, reduced travel time, balanced work and home life, better time management, less involvement in office politics, distraction-free environment suitable for homebound employees, higher job satisfaction and organizational commitment. They also mention a number of challenges such as work/family conflict, feelings of isolation from the work culture, dissatisfaction with peer relationships, loss on the assignment of good projects, lack of promotional opportunities, harder to take a sick day and less influence over the people events at work. As can be seen from the above, the possibility of organizing the work with the teleworking system can be evaluated both positively and negatively. Of course, teleworking encourages business productivity by allowing the release of human resources. Also, unhealthy and repetitive tasks are replaced by the computer, while in many cases the employee can choose the time and place of his work, which favors the reconciliation of professional and personal life. This favors certain categories of workers, such as students, parents, the disabled, who already have a busy daily schedule, while the companies themselves save costs and energy, giving the opportunity for more jobs, thus fighting unemployment (Samek Lodovici et al., 2021). The majority of teleworkers claim that this form of employment helps them maintain a balance between work and family life and at the same time makes them more productive, because it reduces any distractions and breaks that accompany a job traditionally performed in an office, within the employer's premises (Maruyama & Tietze, 2012). On the other hand, there are fears of worsening unemployment, as automation will be accompanied by substitution of work by the machine. Of course, this also depends to a large extent on the business and investment moves of the employers, in the context of international division and competition (Pouliakas, 2020). However, in addition to the fears of rising unemployment that have been expressed for many years, there are concerns about increased technostress / stress due to technoinvasion of those who work in computer devices, due to the repetitive, standardized and stereotypical nature of many jobs, the significant mental effort required, the imposition 12 by the computer of an exhausting pace of work and the possibility that there is uninterrupted control of the employee's supply (Molino et al., 2020). This phenomenon is the famous Burnout syndrome - Occupational Exhaustion Syndrome, an evolving process of psychosomatic exhaustion of the employee, with the main symptoms of inability to concentrate, overexertion, insomnia, exhaustion etc. (Lamprinou et al., 2021). Initially, both the Internet and mobile and wireless computing devices, such as smartphones, tablets and laptops, have the potential for ubiquitous and continuous connectivity. The use of the above makes the employee feel that he is never free from technology, but always under supervision, waiting for a call, a short message or an email. Such conditions of constant availability increase the stress levels of the employee, who experiences the daily siege of his individual space and time, without being able to react. In addition, the inherent complexity of technical specifications and terminology creates new confusion for the employee, who in turn, in order to keep up with developments, is forced to spend valuable time to become familiar with the use of all kinds of applications. - software, acquiring new knowledge and setting aside its existing knowledge, which becomes obsolete. As a result, it receives and processes information at a rapid pace, more than it can handle and assimilate effectively, eventually having to work faster to meet the increased processing requirements. The damage that workers' health may suffer from these new conditions, threatens a much larger number of workers than the classic occupational diseases (Oikonomou, 2019). To the disadvantages are finally added the feelings of isolation - loneliness experienced by the teleworker, who works exclusively outside the company's premises and is alienated from important ideals, such as team spirit, cooperation and group problem solving (Anderson et al., 2015). 13 2.2. Commitment to Organization Research on commitment to the organization has a long history and scope (Becker, 1960 ; Reichers, 1985 ; Meyer, & Allen, 1997 ; Ooi et al., 2007). Organizational commitment according to Robbins & Judge (2018), is the degree to which an employee identifies with a particular organization and its goals and wishes to remain a member. According to Mowday et al. (1979), the employees commitment to organization is the relative power that an individual's identity acquires from his participation in an organization. Meyer & Allen (1984), consider that it reflects the degree to which an individual is emotionally attached to the organization and identifies with its goals. This definition, which reflects an individual's emotional commitment, is an important approach in the study of organizational commitment which seems to be the most desirable form of commitment (Meyer et al., 1991). Research has shown that commitment is positively correlated with motivation (Gunz & Gunz, 1994 ; Hayati & Caniago, 2012) and job satisfaction (Yang et al., 2014) and negative correlation with turnover and absences (Blau & Boal, 1987 ; Aquino et al., 1997). Other issues covered the focus of commitment (Hunt & Morgan, 1994 ; Yang et al., 2011) whether commitment is an attitude or behavior (Jaros, 1993 ; Solinger, 2008), how commitment is measured (Meyer et al., 1989) and on the multidimensional nature of commitment (Meyer & Allen, 1997). The stay at work of employees, with a high level of organizational commitment, is due to their own exclusive will. Achieving a high level of organizational commitment requires employers to encourage employee involvement, by increasing its value in the minds of their employees. The greater the value of being part of the organization, the more likely they are to remain in it (Arunachalam & Palanichamy, 2017). Other research has shown that employees who are particularly committed to their organization are more likely to remain than those who are relatively non-committed (Tett & Meyer, 1993). Job satisfaction is positively related to commitment to the organization which in turn is negatively related to absences and resignations of employees (Becker et al., 1996 ; Robert et al., 2000 ; Ooi et al., 2006). Therefore, the following hypotheses are proposed: H1. Telework is related to Commitment to Organization. 14 2.3. Empowerment Empowerment involves several different practices, and its meaning has been used in various ways by academics and executives. (Honold, 1997; Lashley, 1998; Wilkinson, 1998). Therefore, it is expected that there will be a wide range about its definition. Kanter (1977), argued that structural factors within an organization are more important for empowering workers than individual characteristics. In more detail, the empowerment of employees is cultivated when the following conditions exist in the company's structures: (a) access to information, (b) support received by the employee, (c) access to resources by the employee, (d) the employee's ability to learn and develop, (e) the assignment of formal power and (f) the assignment of informal power. These conditions, according to Kanter, are provided through official labor policies and practices. On top of that, informal working practices such as relationships with superiors, colleagues and subordinates are likely to further empower workers. As long as the above working structures and conditions exist, employees will feel empowered and respond to the challenges presented to the organization. In addition to the effect of certain factors on psychological empowerment, this concept in turn acts on various organizational variables. According to empirical research, workers who experience increased levels of psychological empowerment end up reinforcing extremely important variables in the organizational behavior of workers. Psychological empowerment has a positive effect on commitment to organization (Sigler & Pearson, 2000 ; Bhatnagar, 2005 ; Chen & Chen, 2008 ; Ismail et al., 2011 ; Cicolini et al., 2014) but also in employee performance (Geralis & Terziovski, 2003 ; Hechanova et al., 2006). Extensive research has also been conducted on the effect of psychologically empowered human resources on job satisfaction and in turn on commitment to organization (Wilkinson et al. 1998 ; Karia & Asaari, 2006 ; Yukl & Becker, 2006 ; Arunachalam & Palanichamy, 2017). Therefore, the following hypotheses are proposed: H2. Telework is related to Empowerment. 15 2.4. Teamwork Teamwork is one of the most important concepts in organizational behavior and has received special attention from various scholars and business executives. The definition of teamwork has been attributed in different ways to existing studies. In the literature we find various definitions of what a group is. According to Katzenbach & Smith (1993), “A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”. Adair (1986), extends this definition by adding the members' responsibility and Mankin et al. (1997), contributed an important feature of the teams by adding the interdependence of individuals' activities, as each member's work is dependent on the work of at least some other members. Larson & LaFasto (1989) also stressed that a key element of the group is the coordination of the activities of its members, which is necessary to achieve the objectives. Even earlier Francis & Young (1979) had talked about an energetic set of individuals who are dedicated to achieving common goals, work successfully together and derive pleasure from it and produce high-quality results, stressing the employee's personal satisfaction. The sharing of employees' skills and experience is necessary to address each problem more broadly and effectively, to take appropriate decisions and to find the best solutions for the company. Teamwork gives a clear advantage over individuals when the complexity of the subject is high, there is no prescribed process or when it is interoperable, creativity is required and more effective and efficient use of resources, the speed of acquiring the necessary knowledge is pressing and when strong commitment is required (Scholtes et al., 1998). The benefits of teamwork for organizations include increased speed, productivity, employee satisfaction, flexibility, organizational adaptability and organizational commitment. Teamwork also removes barriers to communication by achieving better collaboration and contributes to the creation of more flexible hierarchical structures and the effective decentralization of responsibilities. In addition, teamwork enhances customer focus and cultures focused on innovation and creativity (Recardo et al., 1996). 16 The above benefits from teamwork are achieved by empowering teams, through which they are given power and responsibilities, appropriate resources and access to the necessary information for the tasks (Fisher,1993). Teams, as they develop and improve, undertake additional tasks, going as far as self-government, where issues such as recruitment and dismissal of members, financial planning and reward policies are regulated by the team members themselves. In this way, senior management is relieved of some of the decisions it needs to take and takes more time to shape corporate strategy and organisational culture. At the same time, however, the role of the members of the groups is being upgraded, the strengthening of which has a positive effect both on their work and on their psychology (Kirkman & Rosen, 1999). Many studies and empirical research have linked teamwork with commitment to organization, empowerment, employee involvement and training (Ooi, 2007 ; Arunachalam & Palanichamy, 2017) and in most of them the results show a positive correlation (Bélanger et al., 2003 ; Sheng et al., 2010 ; Brunetto et al., 2013 ; Dhurup, 2016) instead the research findings that correlate the impact of teleworking on teamwork are inconclusive (Illegems, et al., 2001 ; Martin & MacDonnell, 2012) . Therefore, the following hypotheses are proposed: H3. Telework is related to Teamwork. 2.5. Training Training is one of the main practices of HRM and facilitates the updating of skills, leads to increased employee participation in work and to an increased sense of belonging, prosperity, increased commitment to the organization and enhances its competitiveness (Acton & Golden, 2002). Training also contributes to changing organizational culture and understanding the goals of the organization (Yang, 2006). A development program and a successful training, promotes employee-friendly behaviors and helps employees in their personal development and participation at work (Cherrington, 1995). Zhang (1999) argues that education is an incentive for employees as it is linked to development, participation, learning and self-improvement. Oyeyemi et al., (2011) argue that commitment to organization can be achieved through education. Cherrington (1995) also stated that most trainings substantially enhance the 17 roles and position of employees, due to the acquisition of new knowledge or skills and lead to increased participation and commitment to the organization. Training increase employees’ commitment, which can further counter the numerous direct and indirect costs associated with employees’ turnover (Owen, 2006 ; Verhees, 2012). Ajibade et al. (2014), suggest that the more training given to employees, the more committed they will be to the organization. The findings of many empirical studies show that education and development have a positive effect on the commitment of employees to the organization as well as that they are positively correlated with the empowerment and participation of employees in the organization. (Karia & Ahmad, 2000 ; Bartlett, 2001; Karia and Asaari, 2006 ; Pettijohn et al., 2007 ; Ocen et al. , 2017). Training is necessary for the implementation of teleworking since, as mentioned above, the acquisition of digital skills and other competences is a prerequisite for proper functioning. However, the impact of this obligation created by teleworking and its association with education itself has not been thoroughly studied. Therefore, the following hypotheses are proposed: H4. Telework is related to Training. 2.6. Employee involvement Employee involvement is defined by Robbins & Judge (2018) as the degree to which one identifies with one's job, actively participates in it and considers one's performance important for one's self-worth. The literature identifies three main issues regarding employee involvement (Walsh & Milner, 2002): a) As a strategic point of view, which connects it with high performance organizations b) Critical factors for the implementation of employee participation and c) Impact of participation on both managers and employees. Employee involvement is a process that uses employee participation to increase their commitment to the success of the organization (Marchington, 2015). Involving employees in decisions that increase their autonomy and control over their work life provides them with greater motivation and commitment to the organization and makes 18 them more productive and satisfied with their work. The same is achieved at the team level where employee involvement increases the morale and performance of teams (Seibert et al., 2004) The level of employee involvement is an important factor in attracting and retaining employees in the organization. Ooi et al. (2007) argue that high levels of employee participation in the organization offer a comparative advantage over its competitors.. Employee involvement in the organization allows subordinates to share a significant degree of decision-making power with their immediate superiors, helping employees to make better decisions, to be more focused on the decisions that have been made, while at the same time Motivation is enhanced through trust and commitment (Marchington, 2015). Employee involvement increases job satisfaction, self-esteem and a sense of control over their work, perceived support from the supervisor and the organization and provides higher levels of commitment, is also positively related to empowerment and teamwork (Arunachalam & Palanichamy, 2017). Therefore, the following hypotheses are proposed: H5. Telework is related to Employee Involvement. 19 Chapter 3: Methodology Framework This chapter will analyze the research framework conducted on a representative sample of employees in the three major mobile phone companies in Greece, COSMOTE, WIND and VODAFONE. Specifically, it will be presented, the purpose of the research of this dissertation, the data used to serve the purposes of the research, the sample of workers working from home from one to five days a week and the methodology applied for the purposes of this research. 3.1. Scope of Research The purpose of the research is to examine the impact of teleworking on important factors in the management of organizations and in particular: a) empowerment, b) teamwork, c) Training and d) employee involvement as well as e) commitment to the organization. Οι παράγοντες επιλέχθηκαν με γνώμονα τα ασαφή αποτελέσματα των υφιστάμενων εμπειρικών ερευνών. The aim of this dissertation is to contribute to the literature a clear picture of the attitude of employees in a demanding service sector, such as that of mobile telephony, in terms of teleworking and its association with critical management factors and HRM practices. The following hypotheses will be considered to achieve the purpose of the dissertation. H1. Telework is related to Commitment to Organization. H2. Telework is related to Empowerment. H3. Telework is related to Teamwork. H4. Telework is related to Training. H5. Telework is related to Employee Involvement. 3.2. Data The survey data are primary and were obtained from 165 completed questionnaires. The questionnaires were properly structured and created using the Google Forms web application. The distribution of the questionnaires was done with the support of the Human Resources Department of the mobile phone companies COSMOTE, WIND and VODAFONE and with the promotion of the questionnaire link to the companies' accounts on LinkedIn. 20 3.3. Sample The sample of the research consisted of employees in the three major mobile phone companies in Greece, COSMOTE, WIND and VODAFONE, that work from home between one to five days per week. 3.4. Methodology The research methodology applied in this dissertation focuses on a) the collection and processing of primary data from completed questionnaires that were the research tool, with SPSS application, b) the parameterization of the questionnaire questions and the creation of the variables empowerment, training, teamwork , employee involvement and commitment to organization c) the analysis of simple linear regression between telework as an independent variable and each of the above variables (empowerment, training, teamwork, employee involvement and commitment to organization) as dependent variables. 3.5. Research Tool - Questionnaire To serve the research purposes of this dissertation, a properly structured electronic questionnaire was used as a research tool. The questionnaire was structured in such a way that the questions adequately cover all four possible factors that may be positively related to teleworking and which in turn are positively related to commitment to the organization. Each factor is covered by three questions, which were selected from the empirical research mentioned in the Literature review as well as three questions cover the commitment to the organization (15 questions in total). The answers to the questions are measured on a 5-point Likert scale ranging from strongly disagree to strongly agree. There are also 6 questions that cover demographics: gender, age, marital status, children, level of education and employment. Finally, there is one more question that cover the intense of teleworking. In total the questions are twenty-two (22). The questionnaire was distributed in Greek (see Annex A.) and its structure is as follows: 21 Teleworking: I work from home one day every week. I work from home two days every week. I work from home three days every week. I work from home four days every week. I work from home. Empowerment: Teleworking does not prevent me from contributing my suggestions and ideas to the company. When I work from home, company provides me the authority to do my job as I think best. Support from my supervisor is not affected when I work from home. Teamwork: Teleworking does not prevent us from working in teams. Work from home does not affect the group decisions. Teleworking does not affect the quality and immediacy of the help I receive from colleagues. Training: The company encourages employees to be trained from home. Most employees are trained to work from home. Special training, in required teleworking skills, is provided to all employees. Employee involvement: Teleworking does not affect employee feedback on work issues. Working from home does not obstruct employee’s involvement in defining corporate goals. Teleworking does not affect employee decision-making and problem-solving, depending on their level of hierarchy. 22 Commitment to Organization I continue to offer the same value and make a difference to the company by working from home. I believe that teleworking allows the company to achieve its goals. I like working for the company even remotely. 3.6. Reliability of the Questionnaire Table 1: Cronbach Alpha Coefficient The reliability of the questionnaire used to collect the primary research data was initially performed on a sample of thirty completed questionnaires with the Cronbach Alpha coefficient. The value of this coefficient was very high, giving a high level of reliability to the research questionnaire. The reliability test was repeated in the total of 165 completed questionnaires, the results of which are given in the table above. 23 From the results of the above table, we conclude that the value of the Cronbach Alpha reliability coefficient is 0.840 giving a high reliability to the survey questionnaire. It is also observed that none of the variables under study if removed from the questionnaire will give it greater reliability. 24 Chapter 4: Research Results This chapter will present a detailed presentation of the results obtained from the processing of primary research data in the application of SPSS. Specifically, they will be presented a) frequency distribution tables for the demographic characteristics of the sample with the corresponding pie charts, b) the results of the descriptive statistics (mean, standard deviation, asymmetry, curvature and range of values) and c) the results of simple linear regressions to check the Hypotheses that have been stated. 4.1 Frequencies of Demographics 4.1.1. Gender The total number of employees in our survey was 165. Of these, 37.6% were men and 62.4% were women. Table 2:%Frequencies of Gender Figure 1.: % frequencies of Gender Pie 4.1.2. Age Of the employees who participated in the sample 4.8% were between the ages of 2125, 4.8% between the ages 26-30, 12.7% between the ages 31-35, 18.2% between 3640 years old, 29.1% between the ages 41-45, 21.2% between the ages 46-50, 5.5% 25 between the ages 51-55, 1.8% between the ages 56-60, 1.2% between the ages of 6165 and 0.6% was 65+. The majority of respondents in the sample 81.2% were between the ages of 31-50. Table 3: %Frequencies of Age Figure 2: %Frequencies of Age – Pie 4.1.3. Marital Status Of all respondents in the sample, 37% were unmarried, 58.8% were married and the remaining 4.2% were divorced. The majority of the respondents were married. 26 Table 4: % Frequencies of Marital Status Figure 3: % Frequencies of Marital Status – Pie 27 4.1.4. Education Of all respondents in the sample, 3.6% had Primary Education, 16.4% had Secondary Education, 17.6% had Technological Education, 34,5% had Higher Education 24.8% had Master Degree and the remaining 3% had PhD. The majority of the respondents had Higher Education. Table 5: % Frequencies of Education Figure 4: %Frequencies of Education – Pie 28 4.1.5. Children Of all respondents in the sample, 52.1% had children and the remaining 47.9% didn’t have children. The majority of the respondents had children. Table 6: % Frequencies of Children Figure 5: %Frequencies of Children – Pie 29 4.1.6. Employment Relationship Of all respondents in the sample, 15.2% had permanent contract, 81.8% had fixed term contract and the remaining 3% other. The majority of the respondents had fixed term contract. Table 7: % Frequencies of Employment Relationship Figure 6: %Frequencies of Employment Relationship – Pie 30 4.1.7. Teleworking Of all respondents in the sample, 9.1% work from home one day per week, 54.5% work from home two days per week, 27.9% work from home tree days per week, 6.7% work from home four days per week and the remaining 1.2% work from home. The majority of the respondents work from home two days per week. Table 8: % Frequencies of Teleworking Figure 7: %Frequencies of Teleworking – Pie 31 4.2 Descriptive Statistics The data of descriptive statistics (mean, standard deviation, kurtosis, skewness) of the variables under study are shown in the following table: Table 9: Descriptive Statistics Data In descending order from the highest to the lowest average, the variables are classified as follows: Commitment to Organization 3.57, Empowerment 3.5, Teamwork 3.39, Employee involvement 3.18, Training 2.75 and Teleworking 2.35. Specifically, as for Teleworking variable the value of 2.75 declares that the majority of the respondents works for more than two days per week from home. In descending order from the highest to the lowest standard deviation, the variables are classified as follows: Empowerment 0.935, Teamwork 0.916, Teleworking 0.795, Commitment to Organization 0.79, Training 0.780, Employee involvement 0.777. That is, Empowerment has the highest value of Standard Deviation while Employee involvement has the lowest value of Standard Deviation. The distributions of all the variables under study except Teleworking have a negative asymmetry and are all platykurtic. The range statistic of all the variables under study is four except for Training which has range statistic 3. 32 4.3 Analysis Results of simple linear regressions 4.3.1 Results of simple linear regression between Empowerment and Teleworking The results of the simple linear regression between Empowerment as a dependent variable and teleworking as an independent variable are shown in the table below, which emerged from the application of SPSS. Table 10: Simple linear regression between Empowerment and Teleworking According to the results of the above table the regression equation will have the following form: 33 𝐸𝑚𝑝𝑜𝑤𝑒𝑟𝑚𝑒𝑛𝑡 = 4.574 − 0.455 ∗ 𝑇𝑒𝑙𝑒𝑤𝑜𝑟𝑘𝑖𝑛𝑔 The coefficient of the independent variable of the model, telework, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teleworking has a negative relationship with empowerment. Since the coefficient of the variable teleworking is statistically significant, we accept the hypothesis H.2 according to which the empowerment is related to teleworking and in fact they have a negative relationship. Teleworking interprets 15% of the empowerment changes as derived from the value of the determination coefficient which is 15%. The whole econometric model is statistically significant at a significance level of 5% since the value of sigF is 0.00 is less than 5% and does not suffer from multicollinearity given that the value of VIF is less than 10. Figure 8: Scatter Plot of Teleworking by Empowerment 34 4.3.2 Results of simple linear regression between Training and Teleworking The results of the simple linear regression between Training as a dependent variable and teleworking as an independent variable are shown in the table below, which emerged from the application of SPSS. Table 11: Simple linear regression between Training and Teleworking According to the results of the above table the regression equation will have the following form: 𝑇𝑟𝑎𝑖𝑛𝑖𝑛𝑔 = 3.733 − 0.417 ∗ 𝑇𝑒𝑙𝑒𝑤𝑜𝑟𝑘𝑖𝑛𝑔 35 The coefficient of the independent variable of the model, telework, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teleworking has a negative relationship with training. Since the coefficient of the variable teleworking is statistically significant, we accept the hypothesis H.4 according to which the training is related to teleworking and in fact they have a negative relationship. Teleworking interprets 18.1% of the training changes as derived from the value of the determination coefficient which is 18.1%. The whole econometric model is statistically significant at a significance level of 5% since the value of sigF is 0.00 is less than 5% and does not suffer from multicollinearity given that the value of VIF is less than 10. Figure 9: Scatter Plot of Teleworking by Training 36 4.3.3 Results of simple linear regression between Teamwork and Teleworking The results of the simple linear regression between Teamwork as a dependent variable and teleworking as an independent variable are shown in the table below, which emerged from the application of SPSS. Table 12: Simple linear regression between Teamwork and Teleworking According to the results of the above table the regression equation will have the following form: 𝑇𝑒𝑎𝑚𝑤𝑜𝑟𝑘 = 4,790 − 0.594 ∗ 𝑇𝑒𝑙𝑒𝑤𝑜𝑟𝑘𝑖𝑛𝑔 37 The coefficient of the independent variable of the model, teamwork, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teamwork has a negative relationship with training. Since the coefficient of the variable teamwork is statistically significant, we accept the hypothesis H.3 according to which the teamwork is related to teleworking and in fact they have a negative relationship. Teleworking interprets 26.5% of the teamwork changes as derived from the value of the determination coefficient which is 26.5%. The whole econometric model is statistically significant at a significance level of 5% since the value of sigF is 0.00 is less than 5% and does not suffer from multicollinearity given that the value of VIF is less than 10. Figure 10: Scatter Plot of Teleworking by Teamwork 38 4.3.4 Results of simple linear regression between Employee Involvement and Teleworking The results of the simple linear regression between Teamwork as a dependent variable and Employee Involvement as an independent variable are shown in the table below, which emerged from the application of SPSS. Table 13: Simple linear regression between Employee Involvement and Teleworking According to the results of the above table the regression equation will have the following form: Employee Involvement = 4,080 − 0.385 ∗ 𝑇𝑒𝑙𝑒𝑤𝑜𝑟𝑘𝑖𝑛𝑔 39 The coefficient of the independent variable of the model, Employee Involvement, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, Employee Involvement has a negative relationship with training. Since the coefficient of the variable Employee Involvement is statistically significant, we accept the hypothesis H.5 according to which the Employee Involvement is related to teleworking and in fact they have a negative relationship. Teleworking interprets 15.5% of the Employee Involvement changes as derived from the value of the determination coefficient which is 15.5%. The whole econometric model is statistically significant at a significance level of 5% since the value of sigF is 0.00 is less than 5% and does not suffer from multicollinearity given that the value of VIF is less than 10. Figure 11. : Scatter Plot of Teleworking by Employee Involvement 40 4.3.5 Results of simple linear regression between Commitment to Organization and Teleworking The results of the simple linear regression between Commitment to Organization as a dependent variable and Employee Involvement as an independent variable are shown in the table below, which emerged from the application of SPSS. Table 14: Simple linear regression between Commitment to Organization and Teleworking According to the results of the above table the regression equation will have the following form: Commitment to Organization = 5,479 − 0.810 ∗ 𝑇𝑒𝑙𝑒𝑤𝑜𝑟𝑘𝑖𝑛𝑔 41 The coefficient of the independent variable of the model, Commitment to Organization, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, Commitment to Organization has a negative relationship with training. Since the coefficient of the variable Commitment to Organization is statistically significant, we accept the hypothesis H.1 according to which the Commitment to Organization is related to teleworking and in fact they have a negative relationship. Teleworking interprets 66.4% of the Commitment to Organization changes as derived from the value of the determination coefficient which is 66.4%. The whole econometric model is statistically significant at a significance level of 5% since the value of sigF is 0.00 is less than 5% and does not suffer from multicollinearity given that the value of VIF is less than 10. Figure 12: Scatter Plot of Teleworking by Commitment to Organization 42 Chapter 5: Discussion and Conclusion The research methodology applied in this dissertation focuses on a) the collection and processing of primary data from completed questionnaires that were the research tool, with SPSS application, b) the parameterization of the questionnaire questions and the creation of the variables empowerment, training, teamwork , employee involvement and commitment to organization c) the analysis of simple linear regression between telework as an independent variable and each of the above variables (empowerment, training, teamwork, employee involvement and commitment to organization) as dependent variables The purpose of the research is to examine the impact of teleworking on important factors in the management of organizations and in particular: a) empowerment, b) teamwork, c) Training and d) employee involvement as well as e) commitment to the organization. To serve the research purposes of this dissertation, a properly structured electronic questionnaire was used as a research tool. The survey data are primary and were obtained from 165 completed questionnaires. The sample of the research consisted of employees in the three major mobile phone companies in Greece, COSMOTE, WIND and VODAFONE, that work from home between one to five days per week. The results of the research conducted in this dissertation are summarized as follows: Α. Frequencies of Demographics: The total number of employees in our survey was 165. Of these, 37.6% were men and 62.4% were women. The majority of respondents in the sample were between the ages of 31-50, were married, had Higher Education, had children, had fixed term contract and work from home two days per week. B. Data of Descriptive Statistics: Commitment to Organization has the highest average value, while Teleworking has the lowest average value. Specifically, as for Teleworking variable the value of 2.75 declares that the majority of the respondents works for more than two days per week from home. 43 Empowerment has the highest value of Standard Deviation while Employee involvement has the lowest value of Standard Deviation. The distributions of all the variables under study except Teleworking have a negative asymmetry and are all platykurtic. The range statistic of all the variables under study is four except for Training which has range statistic 3. C. Results of simple linear regression between Empowerment and Teleworking: The coefficient of the independent variable of the model, telework, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teleworking has a negative relationship with empowerment. Since the coefficient of the variable teleworking is statistically significant, we accept the hypothesis H.2 according to which the empowerment is related to teleworking and in fact they have a negative relationship. Teleworking interprets 15% of the empowerment changes as derived from the value of the determination coefficient which is 15%. D. Results of simple linear regression between Training and Teleworking: The coefficient of the independent variable of the model, telework, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teleworking has a negative relationship with training. Since the coefficient of the variable teleworking is statistically significant, we accept the hypothesis H.4 according to which the training is related to teleworking and in fact they have a negative relationship. Teleworking interprets 18.1% of the training changes as derived from the value of the determination coefficient which is 18.1%. E. Results of simple linear regression between Teamwork and Teleworking: The coefficient of the independent variable of the model, teamwork, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, teamwork has a negative relationship with training. Since the coefficient of the variable teamwork is statistically significant, we accept the hypothesis H.3 according to which the teamwork is related to teleworking and in fact they have a negative relationship. 44 Teleworking interprets 26.5% of the teamwork changes as derived from the value of the determination coefficient which is 26.5%. F. Results of simple linear regression between Employee Involvement and Teleworking: The coefficient of the independent variable of the model, Employee Involvement, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, Employee Involvement has a negative relationship with training. Since the coefficient of the variable Employee Involvement is statistically significant, we accept the hypothesis H.5 according to which the Employee Involvement is related to teleworking and in fact they have a negative relationship. Teleworking interprets 15.5% of the Employee Involvement changes as derived from the value of the determination coefficient which is 15.5%. G. Results of simple linear regression between Commitment to Organization and Teleworking: The coefficient of the independent variable of the model, Commitment to Organization, is statistically significant at a significance level α = 5%. As we can see from the sign of the coefficient, Commitment to Organization has a negative relationship with training. Since the coefficient of the variable Commitment to Organization is statistically significant, we accept the hypothesis H.1 according to which the Commitment to Organization is related to teleworking and in fact they have a negative relationship. Teleworking interprets 66.4% of the Commitment to Organization changes as derived from the value of the determination coefficient which is 66.4%. Considering all the above mentioned, we find that teleworking in the Organizations we study has a negative correlation with the empowerment of employees, their education, their participation and their commitment to the Organization. In fact, it can be said that because our sample consists of employees who work on average about three times a week from home, the more frequent telework is the more negatively related with all the variables under study. The negative correlation of telework with all the factors under consideration becomes even more interesting since our sample concerns employees of communication companies who are more familiar with information technology. 45 This confirms that any temporary potential benefits, which may be reaped by organisations and employees, in order to be maintained in the long term, companies will have to invest in HRM. Redefining HRM and potentially transforming it into a sustainable HRM seems to be a more appropriate approach to real human resource management with the goal of achieving both job satisfaction and job efficiency. In order to make these goals sustainable in the long run, special attention must be paid to the care of employees and their work environment. The flexible way of working through teleworking should not undermine employee involvement, teamwork and employee empowerment, nor degrade their training and commitment to the organization. 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Ηλικία * Να επισημαίνεται μόνο μία έλλειψη. 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 65+ 3. Οικογενειακή κατάσταση * Να επισημαίνεται μόνο μία έλλειψη. 57 Άγαμος/η Έγγαμος/η Άλλο: 4. Τέκνα * Να επισημαίνεται μόνο μία έλλειψη. Ναι Όχι 5. Επίπεδο Εκπαίδευσης * Να επισημαίνεται μόνο μία έλλειψη. Υποχρεωτική Εκπαίδευση (Υ.Ε.) Δευτεροβάθμια Εκπαίδευση (Δ.Ε.) Τεχνολογικής Εκπαίδευσης (Τ.Ε.) Πανεπιστημιακής Εκπαίδευσης (Π.Ε.) Κάτοχος Μεταπτυχιακού τίτλου Κάτοχος Διδακτορικού τίτλου Άλλο: 6. Σχέση Εργασίας * Να επισημαίνεται μόνο μία έλλειψη. Σύμβαση εξαρτημένης εργασίας ορισμένου χρόνου Σύμβαση εξαρτημένης εργασίας αορίστου χρόνου Άλλο: 58 7. Το τελευταίο χρόνο εργάζομαι από το σπίτι * Να επισημαίνεται μόνο μία έλλειψη. Μία φορά την εβδομάδα Δύο φορές την εβδομάδα Τρείς φορές την εβδομάδα Τέσσερεις φορές την εβδομάδα Συνεχώς 8. Η τηλεργασία δεν με εμποδίζει να συνεισφέρω τις προτάσεις και τις ιδέες μου στην εταιρεία. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 9. Όταν εργάζομαι από το σπίτι, η εταιρεία μου παρέχει την εξουσία να κάνω τη δουλειά μου όπως νομίζω καλύτερα. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 59 10. Η υποστήριξη από τον προϊστάμενο μου δεν επηρεάζεται όταν εργάζομαι από το σπίτι. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 11. Η τηλεργασία δεν μας εμποδίζει να εργαζόμαστε σε ομάδες. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 12. Η εργασία από το σπίτι δεν επηρεάζει τις ομαδικές αποφάσεις. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 60 13. Η τηλεργασία δεν επηρεάζει την ποιότητα και την άμεση βοήθεια που λαμβάνω από συναδέλφους. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 14. Η εταιρεία ενθαρρύνει τους υπαλλήλους να εκπαιδεύονται από το σπίτι. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 15. Οι περισσότεροι εργαζόμενοι έχουν εκπαιδευτεί να εργάζονται από το σπίτι * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 61 16. Ειδική εκπαίδευση, στις απαιτούμενες δεξιότητες τηλεργασίας, παρέχεται σε όλους τους υπαλλήλους. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 17. Η τηλεργασία δεν επηρεάζει την ανατροφοδότηση των υπαλλήλων σε θέματα εργασίας * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 18. Η εργασία από το σπίτι δεν επηρεάζει τη συμμετοχή των υπαλλήλων στον καθορισμό των εταιρικών στόχων. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 62 19. Η τηλεργασία δεν επηρεάζει τη λήψη αποφάσεων και την επίλυση προβλημάτων από τους εργαζομένους, ανάλογα με το επίπεδο ιεραρχίας τους.* Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 20. Συνεχίζω να προσφέρω την ίδια αξία και να κάνω τη διαφορά στην εταιρεία δουλεύοντας από το σπίτι. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 21. Εκτιμώ ότι η τηλεργασία επιτρέπει στην εταιρεία να επιτύχει τους στόχους της.* Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 63 22. Μου αρέσει να εργάζομαι για την εταιρεία ακόμη και από απόσταση. * Να επισημαίνεται μόνο μία έλλειψη. Διαφωνώ απόλυτα Διαφωνώ Δεν συμφωνώ ούτε διαφωνώ Συμφωνώ Συμφωνώ απόλυτα 64 Β. Questionnaire Link The link distributed to the relevant human resources services, to the trade unions, to the internal social media of the employees in the mobile telephony companies and to LinkedIn is the following: https://forms.gle/6aTLQE1vTSQdqaZDA 65
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