Supervision of Telework: A Key to Organizational Performance

• Author: Taewon Yoon,Lauren Bock Mullins,Taehee Kim
• Published date: 01 May 2021
• DOI: 10.1177/0275074021992058
• Date: 01 May 2021
• Subject Matter: Articles

https://doi.org/10.1177/0275074021992058

American Review of Public Administration

2021, Vol. 51(4) 263 –277

© The Author(s) 2021

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DOI: 10.1177/0275074021992058

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Article

Introduction

Telework is one of the common flexible work arrangements

that afford employees the opportunity to work remotely from

the traditional office setting, by using information and com-

munication technologies (Caillier, 2012, 2013a; Martínez

Sánchez et al., 2007). More specifically, telework is defined

as “virtual working whereby employees are allowed to work

a few hours a week or full time at a location other than the

traditional office,” (Caillier, 2013a, p. 73). Passage of the

Telework Enhancement Act of 2010 encourages federal

agencies to maximize the use of telework. Considering a

ratio of telework eligible employees to the ones actually tele-

working was 10.4% in 2009, there has been an increase in the

number of eligible employees actually teleworking, and as of

the fiscal year 2017, 49% (469,810 from 89 agencies) of eli-

gible employees reported their use of telework (U.S. Office

of Personnel Management [OPM], 2019). Despite the con-

tinued interest in teleworking arrangements, from both aca-

demics and practitioners, telework has been relatively less

examined compared with other family-friendly policies such

as childcare or alternative work schedule.

Studies on public sector experiences are appearing more

frequently in relevant journals (Bae & Kim, 2016; Caillier,

2012, 2013a, 2013b, 2014; de Vries et al., 2018; Green &

Roberts, 2010; Kim & Wiggins, 2011; Kwon & Jeon, 2017;

Lee & Kim, 2018; Mahler, 2012). The earliest studies are

papers developed based on practitioners’ observations, some

anecdotal observations, or case studies (Bailey & Kurland,

2002; Golden & Veiga, 2008). A few recent empirical studies

start to address questions about the effectiveness of the tele-

work arrangement on individual and organizational out-

comes (Bae & Kim, 2016; Caillier, 2012, 2013a, 2013b,

2014; de Vries et al., 2018; Green & Roberts, 2010; Kim &

Wiggins, 2011; Lee & Hong, 2011) and have produced mixed

findings.

Recent studies on telework have reared inconclusive or

mixed results, which may be attributable to the flawed

assumption that teleworkers are homogeneous in terms of

their job characteristics. Social isolation or communication

blocks, which are commonly addressed challenges in tele-

work practices, may not be salient issues for part-time tele-

workers (Bailey & Kurland, 2002; Duxbury & Neufeld,

1999). Moreover, less attention has been given to the work

and organizational conditions, an understanding of which

may be necessary to ensure positive outcomes of telework

992058ARPXXX10.1177/0275074021992058The American Review of Public AdministrationKim et al.

research-article2021

1Seoul National University of Science and Technology, South Korea

2College of Staten Island, City University of New York, NY, USA

3Florida State University, Tallahassee, USA

Corresponding Author:

Taehee Kim, Seoul National University of Science and Technology,

232 Gongneungro, Nowongu, Seoul, 01811, South Korea.

Email: dpgh80@gmail.com

Supervision of Telework: A Key to

Organizational Performance

Taehee Kim1, Lauren Bock Mullins2, and Taewon Yoon3

Abstract

Many employers, including the federal government, have introduced or extended their telework arrangements because of the

associated advantages, which include cost-efficiency, personnel pool enlargement, and employee well-being and motivation.

Despite the continued interest from both academics and practitioners, little understanding has emerged about this work

arrangement, with scant studies in public administration and organization literature. Among those studies, consensus has not

been formed as to the organizational benefits, especially on performance or employee motivation. Previous studies have also

overlooked the heterogeneous characteristics of teleworkers, the dynamics between teleworkers and nonteleworkers, and

especially, the role of supervisors in managing telework to achieve proposed benefits. This study adds to previous literature

by empirically examining the role of supervisors in managing/motivating teleworkers toward improving organizational

performance, using data from the 2011 Merit Systems Protection Board (MSPB) Telework study. Findings suggest that

supervision which includes results-based management and trust-building efforts improves performance of organizations that

have telework arrangements.

Keywords

telework, federal government, supervisors, organizational performance