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
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“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.
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.
46
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Appendices
A. Questionnaire in Greek.
Τηλεργασία & Δέσμευση εργαζομένων
Ο αντίκτυπος της τηλεργασίας στη Διαχείριση Ανθρώπινου Δυναμικού
* Απαιτείται
1. Φύλλο *
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Άνδρας
Γυναίκα
2. 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 *
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Ναι
Όχι
5. Επίπεδο Εκπαίδευσης *
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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 *
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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.
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Διαφωνώ
Δεν συμφωνώ ούτε διαφωνώ
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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
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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
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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
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14. Η εταιρεία ενθαρρύνει τους υπαλλήλους να εκπαιδεύονται από το σπίτι. *
Να επισημαίνεται μόνο μία έλλειψη.
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15. Οι περισσότεροι εργαζόμενοι έχουν εκπαιδευτεί να εργάζονται από το σπίτι *
Να επισημαίνεται μόνο μία έλλειψη.
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Δεν συμφωνώ ούτε διαφωνώ
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16. Ειδική εκπαίδευση, στις απαιτούμενες δεξιότητες τηλεργασίας, παρέχεται σε όλους
τους υπαλλήλους. *
Να επισημαίνεται μόνο μία έλλειψη.
Διαφωνώ απόλυτα
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Δεν συμφωνώ ούτε διαφωνώ
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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
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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
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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
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Δεν συμφωνώ ούτε διαφωνώ
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20. Συνεχίζω να προσφέρω την ίδια αξία και να κάνω τη διαφορά στην εταιρεία
δουλεύοντας από το σπίτι. *
Να επισημαίνεται μόνο μία έλλειψη.
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21. Εκτιμώ ότι η τηλεργασία επιτρέπει στην εταιρεία να επιτύχει τους στόχους της.*
Να επισημαίνεται μόνο μία έλλειψη.
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22. Μου αρέσει να εργάζομαι για την εταιρεία ακόμη και από απόσταση. *
Να επισημαίνεται μόνο μία έλλειψη.
Διαφωνώ απόλυτα
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Δεν συμφωνώ ούτε διαφωνώ
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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
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