Telecommuting: Justice and Control in the Virtual Organization

Nancy B. Kurland · Terri D. Egan

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Work-Family Balance Challenges Job Satisfaction and Organizational Behavior Cyberloafing and Workplace Behavior

Abstract

The adoption of telecommuting raises concerns for both managers and employees: Remote supervision presents monitoring challenges, while physical isolation may impede the employee's opportunity for, and involvement in, determining valued organizational outcomes (organizational justice). This study of 191 employees examined the relationships among telecommuting, organizational monitoring strategies, and organizational justice perceptions. Results suggest that monitoring strategies were more strongly associated with organizational justice perceptions than with telecommuting, and procedural and interactional justice perceptions related significantly to telecommuting. We provide implications, limitations, and ideas for future research.

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References

1979The Social Psychology of Organizations.1986Research in Organizational Behavior.1988The Social Psychology of Procedural Justice 1963Towards an understanding of inequity.1979A Conceptual Framework for the Design of Organizational Control Mechanisms 1990Organizational Justice: Yesterday, Today, and Tomorrow 2006Social Exchange Theory 1991Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?

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2001Factors contributing to virtual work adjustment 2007Co-workers who telework and the impact on those in the office: Understanding the implications of virtual work for co-worker satisfaction and turnover intentions 2004Work‐nonwork conflict and job stress among virtual workers 2002Manager control and employee isolation in telecommuting environments 2009Why supervisors make idiosyncratic deals: antecedents and outcomes of i‐deals from a managerial perspective

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