In five pages this paper examines telecommuting employees and the problems of managing them for a management perspective. Three sources are cited in the bibliography.
Name of Research Paper File: D0_MTteleco.rtf
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of 9:00 a.m and 5:00 p.m., did their work, at the office, at their desks, then would go home and forget about it until the next day. This took place
primarily in the days before computers, the Internet, wireless technology and globalization. In this day and age, however, as job hours have shifted from eight hours a day, five days
a week to 24/7; and as more employees are working hard to balance their personal lives with their careers, more and more employers are providing their employees with the opportunity
to work from home. This concept, known as telecommuting, has been in existence for a long time in one way or another - the department manager who stays at home
on certain days to get a report done is, in a sense telecommuting, as he or she is performing an at-work function from a remote site.
However beneficial this system might be (and there are may benefits to this for both employer and employee), the management of telecommuters has still been a
challenge for supervisors and colleagues. This paper will explain how best to manage those who work out of the office or from some other remote site, and provide some examples
of how this has been done. Before discussing the actual process of managing telecommuters, it would be helpful to determine what, exactly,
telecommuting is. The earliest visions of telecommuters painted them as information workers who worked almost entirely on computers, such as data entry or word processing employees, or computer programmers (Handy
and Mokhtarian, 1995). These early ones telecommuted full time, and, more often than not, worked from home (Handy and Mokhtarian, 1995). The standard definition of telecommuting has, however, expanded greatly