Home, Work and Management in the Information Age

Peter Standen

Journal of Management & Organization, 1997, vol. 3, issue 1, 1-14

Abstract: Allowing employees to work at home for at least part of the week is a management concept said to be rapidly gaining popularity. There is evidence that employees working at home are more productive, satisfied and committed, and that homeworking allows organisations to reduce office overheads, recruit from a wider pool, and retain valued workers. This paper examines the spread of homeworking and its telecommunications-based variant teleworking in Australia. A survey of human resource managers in Western Australia shows that, while 28 percent of large organisations have homeworkers, they are generally few in number and permitted only on an informal basis. Factors inhibiting use of homeworking include a lack of awareness and support amongst senior and middle managers, concerns over issues such as security and occupational health, and unsupportive organisational cultures. It is concluded that, contrary to media reporting, home-working and teleworking are not likely to become widespread in Australia in the near future.

Date: 1997
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.cambridge.org/core/product/identifier/ ... type/journal_article link to article abstract page (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:cup:jomorg:v:3:y:1997:i:01:p:1-14_00

Access Statistics for this article

More articles in Journal of Management & Organization from Cambridge University Press Cambridge University Press, UPH, Shaftesbury Road, Cambridge CB2 8BS UK.
Bibliographic data for series maintained by Kirk Stebbing ().