Telecommuting: The Issues

by Team 4 - CSMN 601 - Section 9040 - May 8th, 1999

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TELECOMMUTING: EFFECTS ON THE EMPLOYEE

Much of the debate over a company deciding to telecommute stems from the costs of the operation; however, even more so, prominent concern deals with the ability of the employee to handle telecommuting directly relating to productivity, motivational aspects, and working away from the office. Realistically, telecommuting offers an immense amount of flexibility on one hand and a great responsibility to maintain motivational self-control on the other. Psychological affects of working away from the office play a major role concerning the success of telecommuting from an employee's perspective.

Telecommuting start-up and maintenance costs can be expensive; companies vary from one to another on deciding who exactly should foot the bill. Cunningham Communication Inc. expects the employees who want to telecommute to cover all costs of equipment, furniture, and communication lines. Understanding that the costs are relatively high, Cunningham is willing to front the money in the form of an "employer's loan" including a 10 percent annual rate. The majority of those employees wanting to telecommute feel that the costs should be covered by the employer simply because all of the processes completed from the home are for the company.

Despite a stern standing from many employers, telecommuting is primarily designed to maintain a flexible atmosphere for their employees. Large corporations, such as Merrill Lynch, suggests that telecommuting is saving the company millions of dollars every year by not having to rent office building space and pay high maintenance costs.

Over coming the costs is one major obstacle to adopting telecommuting, the next obstacle deals with the organization's corporate culture and the loss of any control over telecommuting employees. Suffice it to say that many employers want "face time" with each employee-virtual contact does have some limitations as to how productive each employee is appearing. Organizations keeping a tight grip on their employees; out right micro managing cannot handle the idea of only contacting telecommuting employees through e-mail and viewing production reports.

Aside from the employer-employee relationship, telecommuting can also have adverse effects solely on the employee. Some employees can not visualize being away from the office and working for long periods of time. Personal interaction is a need for many employees- work is much like a second home.

Associated problems from telecommuting personal also introduce a stale stage of production-without constant direction and control; some employees lose motivation and initiative concerning deadlines and daily transaction processing. Therefore, the company suffers and telecommuting is ultimately labeled as a deviant process, a bad practice. Consistent failures due to employee production could vary well end the practice of telecommuting.

Merrill Lynch managers suggest the use of some ground rules before employee's head home to work. "Employees should carefully analyze their jobs and personal characteristics when considering telecommuting," Merrill Lynch says. This type of radical change could result in a failure for both the company and the employee.

It is clear that employees wanting to telecommute have an immense responsibility to themselves and the company. This type of venture should not be rushed in trying to accommodate employee flexibility and reducing company costs. Adverse effects from lack of analysis and shortsightedness could result in a major change concerning how the company conducts business in the future.

Telecommuting offers extreme flexibility to employees, despite some obstacles and presupposed pitfalls; the majority of employees confronted with telecommuting would accept the arrangement. Aware of telecommuting costs, employees seem willing to split a percentage of the costs in order to take advantage of the benefits telecommuting has to offer.

However, telecommuting is not geared for every employee, therefore, a decision to force a structure change may cause discomfort to employees comfortable with their present work surrounding including interaction. The concept should be presented to employees as an idea in the works rather than ultimatum to their employment.

As Merrill Lynch managers suggested, a list of guidelines would help each employee in making the decision to telecommute if the concept was adopted. This approach forces the employee to ask questions of they're selves concerning the need for peer interaction, work environment, and motivation doubts.