What: Journal of Applied Psychology article about teleworking and professional isolation
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Bottom line: The authors surveyed 261 professional-level teleworkers at a large corporation (80,000 workers) to study the effects of professional isolation, which is defined as a state of mind that one is out of touch with others in the workplace, on job performance and turnover intentions. Professional isolation led to lower job performance and lower turnover intentions. The effect on turnover intentions was contrary to expectations. The authors argue that this unexpected effect may be due to professionally isolated teleworkers losing faith in their skills and knowledge and their ability to find alternative employment. Another possible explanation may be that teleworkers face family or dual-career constraints due to which they telecommute as a way to maintain their job. Or it may be that those who telecommute enjoy its benefits more fully, so that despite professional isolation, they don’t seek employment elsewhere. The authors report other findings too. For instance, professional isolation led to even lower job performance for those who spent greater time teleworking and lesser time interacting face-to-face. In other words, the negative effect of professional isolation on job performance reduced for those who teleworked less as well as for those who engaged in extensive face-to-face. To reduce professional isolation, the authors make several suggestions. One of the suggestions is to include structuring activities between coworkers to ensure sufficient levels of task and social exchanges, so as to build and strengthen interpersonal connections while achieving work objectives.
Bottom line: The authors surveyed 261 professional-level teleworkers at a large corporation (80,000 workers) to study the effects of professional isolation, which is defined as a state of mind that one is out of touch with others in the workplace, on job performance and turnover intentions. Professional isolation led to lower job performance and lower turnover intentions. The effect on turnover intentions was contrary to expectations. The authors argue that this unexpected effect may be due to professionally isolated teleworkers losing faith in their skills and knowledge and their ability to find alternative employment. Another possible explanation may be that teleworkers face family or dual-career constraints due to which they telecommute as a way to maintain their job. Or it may be that those who telecommute enjoy its benefits more fully, so that despite professional isolation, they don’t seek employment elsewhere. The authors report other findings too. For instance, professional isolation led to even lower job performance for those who spent greater time teleworking and lesser time interacting face-to-face. In other words, the negative effect of professional isolation on job performance reduced for those who teleworked less as well as for those who engaged in extensive face-to-face. To reduce professional isolation, the authors make several suggestions. One of the suggestions is to include structuring activities between coworkers to ensure sufficient levels of task and social exchanges, so as to build and strengthen interpersonal connections while achieving work objectives.
Source: http://www.leadingvirtually.com/?p=157 , which is a great blog on all aspects of remote work.