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Business Dictionary: Telecommuting
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Performing job-related requirements using Telecommunications to transmit data and textual messages to the central organizational office without being physically present. Many of the job requirements of today's organizations involve information processing, which is the primary capability of telecommunications. Telecommuting utilizes telecommunications to accomplish these job requirements while avoiding all of the inconvenience and expense of physically commuting to work as well as requiring less organizational Overhead.

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Business Encyclopedia: Telecommuting
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Telecommuting, the practice of working at home with the aid of computers, modems, and fax machines linked to the office, is becoming more prevalent in the modern business environment for a number of reasons. Environmental standards and car-pool requirements are being imposed on many businesses across the country. Economic factors are causing many employers to consider alternatives to an office facility-based staff. There is also an increasing number of parents who wish to remain at home to care for young children while maintaining their positions at work.

The key to a successful home-based office is to structure it so that customers and business associates sense no difference in work performed in the home and work done in a regular office. Unlike those who run their businesses exclusively from home, the telecommuter must have access to all information and resources required at both locations, and these arrangements must be cost-effective.

For those organizations that balance individual and corporate interests, this new frontier of the alternative workplace offers a profound opportunity to benefit both the employee and the company (Fisher, 1998). Yet a successful telecommuting program requires the combination of a motivated manager, a motivated employee, and a well-defined task.

Different Types of Telecommuting

According to the "Pacific Bell Network Telecommuting Guide," the several different types of telecommuting are:

  1. Working at home: This is the most popular method, one in which the employee designates workspace at home to conduct business functions.
  2. Satellite offices: These are remote office locations, usually placed within a large concentration of employee residences, that allow employees at a single company to share common office space and reduce the time and expense of the commute to and from the main office facility.
  3. Neighborhood work centers: Such a center provides workspace for employees of different companies in one location. Each company housing employees at these locations is usually responsible for the administrative and technical requirements of its employees.
  4. Virtual office mobile workers: This is the newest form of telecommuting, whereby the telecommuter's office may be an airport, a hotel, or a car. These mobile telecommuters are constantly on the road and use technology to link to the office. ("Pacific Bell Network," 1998).

Number of Telecommuters Is Growing

Today's knowledge workers are ideal candidates for splitting time between a central office and a home office. According to IDC/Link, a research firm in Framingham, Massachusetts, 11 million Americans are telecommuters working at home. In 1997 the advocacy group Telecommuter American counted 11 million at-home corporate workers (Johnson, 1998). Anne Fisher reported that the ranks of at-home workers are growing 15 percent a year and that about 7 percent of U.S. white-collar employees now say they telecommute at least part of the time (Fisher, 1998). Although the telecommuter ranks are growing, only a third of the more than 1800 companies William M. Mercer recently surveyed offer employees the option of telecommuting ("Making Stay-at-Homes," 1998).

William G. Deming, a bureau economist, speculated that the increase in corporate telecommuting programs may explain much of the increase in the number of telecommuters. Business Week stated that one hint that this may be true is that there was not a corresponding increase in unpaid work done at home; indeed, the number of wage and salary workers who do work at home for which they are not paid decreased from 12.2 million to 1.1 million ("Home Sweet Officer," 1998).

Some of the "telecommuting-friendly" employers include Aetna, with 2 percent; Arthur Andersen, with 20 percent; AT&T, with 55 percent; Boeing, with 1 percent; Cisco Systems, with 66 percent; Georgia Power, with 5 percent; Hewlett-Packard, with 8 percent; IBM, with 20 percent; Merrill Lynch, with 5 percent; and The Leisure Company/America West, with 16 percent ("Making Stay-at-Homes," 1998).

Workplace and Work Force for the New Millennium

The philosophy that people are the most important element of a company has created a new awareness of the necessity to adapt the work facility to the needs of employees. Although telecommuting is one of the fastest-growing business trends, not every line of work is conducive to it. Telecommuting has been common for sales staff who spend most of their time on the road, but this arrangement can work for many other employees involved with office activities.

Technology-driven corporations are in the forefront of telecommuting. Telecommuting is ideal for such individuals as computer programmers, sales representatives, technical writers, public relations individuals, news reporters, clerical assistants, computer systems analysts, engineers, researchers, customer service representatives, pieceworkers, and data-entry clerks.

Challenges

Areas of concern include feelings of isolation, exploitation of workers, working too much, supervision, access to files, and performance evaluation. Union officials fear that telecommuting will lead to "home work" equaling "electronic sweatshops." The implementation of telecommuting in Los Angeles has led to the filing of three notices of alleged unfair labor practices by Local 660 of the Service Employee International Union, which represents half of the county's permanent employees. The fundamental contention was that home workers are less protected from such potential abuses as violations of overtime standards and payment for work on a piecework basis. In Japan, piecework is done by telecommuters, with a truck coming by once a week to pick up the products.

A major stumbling block for companies is created by managers who do not trust that employees will work unless under direct supervision. The adage "While the cat's away, the mouse will play!" applies. The major problem employees face with telecommuting is fear that they won't be remembered when promotion time comes around. To address these concerns, both employers and employees must be involved in the development of the telecommuting program and learn to measure productivity in terms other than office hours.

Benefits

Telecommuting benefits both the company and employees in many ways. The most frequently mentioned advantages of telecommuting include greater productivity, improved information turnaround, better communication, reduced office space requirements, greater staffing flexibility, lower employee turnover, and an expanded employee market. Managers state that the key benefit of telecommuting is increased productivity, while employees state the key benefit is greater independence.

Telecommuting provides opportunities for new mothers, physically challenged individuals, the elderly, people living in remote locations, and individuals taking care of housebound persons to join the work force. Telecommuting is seen as a potential means of employing and retaining valuable employees by helping them balance work and home demands as well as reducing commuting costs and time. The major advantages of telecommuting are the reduced time and expense of commuting and the increased flexibility of working hours. Telecommuting is becoming a viable work alternative for many and can attract more individuals into the work force and retain them there. The Information Age brings a myriad of change that can be viewed either as a threat or a treat.

Selection of Personnel

Successful telecommuting requires a cooperative arrangement between managers and employees. Managers must select individuals who are suited to working at home and jobs that can be completed at home. Since it is difficult to monitor the employee and the workplace, the manager must be involved in designing and overseeing the telecommuting program. A trusting relationship between the employer and the employee is essential.

A self-assessment survey and a job description survey developed at the University of Tennessee can assist with the selection of the proper employee and the proper project for telecommuting. The results of such a test should not be used exclusively in determining whether a particular individual should work at home or a particular task should be completed at home; it should be combined with interviews and past evaluations.

Potentially successful employees should be self-directed, self-motivated, productive, well organized, and very knowledgeable about their job. Potentially successfully supervisors should trust employees, have a positive attitude toward telecommuting, be flexible, and be able to communicate well.

Equipment Procurement and Selection

Any equipment that works well in the office also works well in the home office. Equipment is needed in two main areas: (1) communication— phone, a fax, and Internet access for e-mail; and(2) information—whether it is a simple calendar and contact database or complex documents, spreadsheets, and presentations. Access software is needed to dial into the office computer or into another machine that has needed files and information.

The American Telecommuting Association (ATA) states that a home office is quick and easy to hook up because of modern technology. According to the ATA, an office could include the following pieces of equipment: a $1000 desktop computer or $2000 notebook computer, fax, printer, copier, and scanner. For less than $2000 one can set up a powerful, complete business system in a spare bedroom or a corner of the kitchen (ATA, 1998).

Implications for Training

As economic and demographic changes force telecommuting to become a reality for organizations and employees, there is a tremendous demand for training. A curriculum for a successful telecommuting program should include the following subjects: keyboarding, work environment, office automation, time management, performance-based evaluation, decision making, and ethics.

According to the City of Los Angeles Telecommuting Task Force report, training for home telecommuters should include how to set up a home office, how to start and stop working, how to control interruptions, and how to develop a results orientation to work assignments. The training for supervisors should include establishing performance standards for telecommuters, troubleshooting potential problems, and selecting the right employee and the right task.

Summary

As our global economy in the Information Age evolves, telecommuting will increasingly become a popular work style. Many companies are turning to telecommuting to solve the dilemma of recruiting and retaining quality employees, controlling costs of office space, and meeting environmental standards. The major national advantages for telecommuting include savings in gasoline, a reduction in pollution, a decrease in traffic congestion, and lower highway accident rates.

For a successful telecommuting program, top-down support is vital, employee support is necessary, screening is important, training is essential, and guidelines are required. Major capital investments are not necessary. Telecommuting should be customized for each agency, each employee, and each task.

Peter Drucker sums up telecommuting in the following quotation: "Commuting to office work is obsolete. It is now infinitely easier, cheaper, and faster … to move information … to where the people are."

Bibliography

American Telecommuting Association (ATA). YourATA.com. 1998.

Apgar M., IV. (1998). "The Alternative Workplace: Changing Where and How People Work." Harvard Business Review 76(3):121-136.

Fisher, A. (1998). Fortune 138(9):264.

"Home Sweet Office." (1998). Business Week. April 6:30.

Johnson, D. (1998). Home Office Computing 16(9):63-66.

"Making Stay-at-Homes Feel Welcome." (1998). Business Week. October 12:155-156.

"Pacific Bell Network Telecommuting Guide." http://www.pacbell.com/products/business/general/telecommuting/tcguide/tc-0.html. 1998.

[Article by: CAROL LARSON JONES]

 
Columbia Encyclopedia: telecommuting
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telecommuting, an arrangement by which people work at home using a computer and telephone, transmitting work material to a business office by means of a modem and telephone lines; it is also known as telework. Although the term "telecommuting" was coined in the early 1970s, the practice became more popular in the 1990s as personal computers became more affordable and the Internet became more accessible. Government agencies and environmental groups encourage telecommuting because it reduces pollution, saves gasoline, and creates a less congested commuting environment. Companies use telecommuting as a way of keeping valued employees who might otherwise be lost due to relocation or commuting stress. Some people feel they can be more productive when working at home, while others prefer an office environment. In 1999 about 10 million people worked in the United States as telecommuters on a regular basis.

Bibliography

See P. J. Jackson and J. V. D. Wielen, Teleworking: International Perspectives. From Telecommuting to the Virtual Organisation (1998); and J. M. Nilles, Managing Telework: Strategies for Managing the Virtual Workforce (1998).

Wikipedia: Telecommuting
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Telecommuting, e-commuting, e-work, telework, working from home (WFH), or working at home (WAH) is a work arrangement in which employees enjoy flexibility in working location and hours. In other words, the daily commute to a central place of work is replaced by telecommunication links. Many work from home, while others, occasionally also referred to as nomad workers or web commuters utilize mobile telecommunications technology to work from coffee shops or myriad other locations. Telework is a broader term, referring to substituting telecommunications for any form of work-related travel, thereby eliminating the distance restrictions of telecommuting.[1] All telecommuters are teleworkers but not all teleworkers are telecommuters. A frequently repeated motto is that "work is something you do, not something you travel to".[2] A successful telecommuting program requires a management style which is based on results and not on close scrutiny of individual employees. This is referred to as management by objectives as opposed to management by observation. The terms telecommuting and telework were coined by Jack Nilles in 1973.[3]


Contents

How Many People Telecommute?

Estimates suggest that over 50 million U.S. workers (about 40% of the working population) could work from home at least part of the time [4] yet, in 2008, only 2.5 million employees (not including the self-employed) considered home their primary place of business.[5]

Occasional telecommuters--those who work remotely (though not necessarily at home) totaled 17.2 million in 2008[6]

Very few companies employ large numbers of home-based full-time staff. The call center industry is one notable exception to this; several U.S.-based call centers employ thousands of home-based workers. For most employees, the option to work from home is granted as an employee benefit; most do so only part of the time.[7]

Technology

The roots of telecommuting lay in early 1970s technology, linking satellite offices to downtown mainframes by dumb terminals using telephone lines as a network bridge. The massive ongoing decrease in cost and increase in performance and usability of personal computers forged the way to decentralize even further, moving the office to the home. By the early 1980s, these branch offices and home workers were able to connect to the company mainframe using personal computers and terminal emulation.

Long distance telework is facilitated by such tools as groupware, virtual private networks, conference calling, videoconferencing, and Voice over IP (VOIP). It can be efficient and useful for companies as it allows staff and workers to communicate over a large distance, saving significant amounts of travel time and cost. As broadband Internet connections become more commonplace, more and more workers have enough bandwidth at home to use these tools to link their home office to their corporate intranet and internal phone networks.

The adoption of local area networks promoted sharing of resources, and client server computing allowed for even greater decentralization. Today, telecommuters can carry laptop PCs around which they can use both at the office and at home (and almost anywhere else). The rise of cloud computing technology and Wi-Fi availability has enabled access to remote servers via a combination of portable hardware and software.[8]

Potential Benefits

Telecommuting offers benefits to communities, employers, and employees.

For communities, telecommuting can offer fuller employment (by increasing the employ-ability of proximal or circumstantially marginalized groups, such as Work at home parents and caregivers, the disabled, retirees, and people living in remote areas), reduces traffic congestion and traffic accidents, relieves the strain on transportation infrastructures, reduces greenhouse gases, saves fuel, reduces energy use, improves disaster preparedness, and reduces terrorism targets.

For companies, telecommuting expands the talent pool, reduce the spread of illness, reduces costs, increases productivity, reduces their carbon footprint and energy usage, offers an inexpensive method of complying with the Americans with Disabilities Act of 1990 (ADA), reduces turnover and absenteeism, and improves employee moral, offers an continuity of operations strategy, improve their ability to handle business across multiple timezones, and hasten their cultural adaptability. Full-time telework can save companies approximately $20,000 per employee. [9]

For individuals, telecommuting, or more specifically, work from home arrangements, improves work-life balance, reduces their carbon footprint and fuel usage, frees up the equivalent of 15 to 25 workdays a year--time they'd have otherwise spent commuting, and saves between $4,000 and $21,000 per year in travel and work-related costs (not including daycare).[10]

Environmental Benefits

Telecommuting gained more ground in the United States in 1996 after "the Clean Air Act amendments were adopted with the expectation of reducing carbon dioxide and ground-level ozone levels by 25 percent."[11] The act required companies with over 100 employees to encourage car pools, public transportation, shortened workweeks, and telecommuting. In 2004, an appropriations bill was enacted by Congress to encourage telecommuting for certain Federal agencies. The bill threatened to withhold money from agencies that failed to provide telecommuting options to all eligible employees.

If the 40% of the U.S. population that holds telework-compatible jobs worked from home half of the time, - The nation would save 453 million barrels of oil (57% of Gulf oil imports) - The environment would be saved the equivalent of taking 15 million cars permanently off the road. - The energy potential from the gas savings would total more than twice what the U.S. currently produces from all renewable energy source combined. [12]

Employee Satisfaction

Telework flexibility is a desirable perquisite for employees. A 2008 Robert Half International Financial Hiring Index, a survey of 1,400 CFOs by recruitment firm Robert Half International, indicated that 13% consider telework the best recruiting incentive today for accounting professionals.[13] In earlier surveys, 33% considered telework the best recruiting incentive, and half considered it second best.[14]

Current Trends

U.S. Federal Government

Recent events have pushed telework to the forefront as a critical measurement for the U.S. federal government. Telework relates to continuity of operations (COOP) and national pandemic preparedness planning, reducing dependence on foreign oil and the burden of rising gas prices, the Defense Base Closure and Realignment Commission (BRAC), and a focus on recruitment and retention.

During a keynote address at the September 12, 2007 Telework Exchange Town Hall Meeting, Lurita Doan, at that time the Administrator for the General Services Administration, announced an aggressive commitment goal to increase agency telework participation. Her challenge will enable 50 percent of eligible agency employees to telework one or more days per week by 2010. Currently 10 percent of eligible GSA employees telework, compared to 4.2 percent for the overall Federal workforce. Her goal is to increase participation to 20 percent by the end of 2008, 40 percent by the end of 2009, and finally 50 percent by 2010.[15]

A 2007 study [16][17] of National Science Foundation employees indicated that approximately one-third participated in telework regularly, characterized staff satisfaction with the program, and noted savings in employee time and greenhouse-gas emissions as a result of telework.

Telework Centers

Telework centers are offices that are generally set up close to a majority of people who might otherwise drive or take public transit. They usually feature the full complement of office equipment and a high-speed Internet connection for maximum productivity. Some feature support staff such as receptionists. For example, a number of telework centers have been set up around Washington, D.C. in Maryland (6), Virginia (8), and D.C. and West Virginia (one each). [18]

Telework centers allow people to reduce their commute yet still work in a traditional office setting. Some Telework Centers are set up by individual companies while others are established by independent organizations for use by many organizations. Telework centers are attractive to people who do not have the space or inclination to work from home. They offer employers the ability to maintain a more formal structure for their workforce.

These work arrangements are likely to become more popular with current trends towards greater customization of services and virtual organizing. Distributed work offers great potential for firms to reduce costs, enhance competitive advantage and agility, access a greater variety of scarce talents, and improve employee flexibility, effectiveness and productivity.[19][20][21][22] It has gained in popularity in the West, particularly in Europe. While increasing in importance, distributed work has not yet gained widespread acceptance in Asia.[23]

Remote Office Centers

Remote Office Centers, are distributed centers for leasing offices to individuals from multiple companies. A Remote Office Center provide professional grade network access, phone system, security system, mail stop and optional services for additional costs. ROCs are generally located in areas near where people live throughout population centers, so that workers do not have to commute more than a couple of miles. The telecommuter works in a real office but accesses the company network across the internet using a VPN just as in traditional telecommuting.

This type of arrangement does not share fully in the benefits of home-based telecommuting, but can address the needs of employees who are unable or unwilling to work from home.

Related Terms / Concepts

Office Hoteling

Some companies, particularly those where employees spend a great deal of time on the road and at remote locations, offer a hotdesking or office hoteling arrangement where employees can reserve the use of a traditional office, at the company headquarters, a Remote Office Center, or other shared office facility.

Coworking

Main article: Coworking

Coworking is a social gathering of a group of people, who are still working independently, but who share a common working area as well as the synergy that can happen from working with talented people in the same space. Coworking facilities can range from shared space in formal offices to social areas such as a coffee shop.

Distributed Work

Distributed work entails the conduct of organizational tasks in places that extend beyond the confines of traditional offices. It can refer to organizational arrangements that permit or require workers to perform work more effectively at any appropriate location, such as their homes and customers' sites - through the application of information and communication technology. An example is financial planners who meet clients during lunchtime with access to various financial planning tools and offerings on their mobile computers, or publishing executives who recommend and place orders for the latest book offerings to libraries and university professors, among others. If this type of distributed work replaces the workers commute, it would be considered telecommuting. If it did not, it would be considered telework.

Jellies

Some telecommuters and teleworkers form local groups that gather at coffee shops and other locations to socialize, collaborate, or just reduce the isolation of working on their own.[24]

Potential Drawbacks / Concerns

  • Employers largest concerns about telecommuting are: fear of loss of control; 75% of managers say they trust their employees, but a third say they'd like to be able to see them, just to be sure. [25]
  • Barriers to continued growth of telecommuting include distrust from employers and personal disconnectedness for employees.[26]
  • Telecommuting has come to be viewed by some as more a "complement rather than a substitute for work in the workplace".[27]
  • Security must be addressed for teleworkers and non-teleworkers as well. In 2006, a United States Department of Veterans Affairs employee's stolen laptop represented what was described as "potentially the largest loss of Social Security numbers to date."[28]. While he was not a telecommuter, this incident brought attention to the risks inherent in working off-site. Ninety percent of executives charged with security in large organizations feel that telework is not a security concern. They are more concerned with the occasional work that's taken out of the office by non-teleworkers because they lack the training, told, and technologies that teleworker receive. [29]
  • Managers may view the teleworker as experiencing a drop in productivity during the first few months. This drop occurs as "the employee, his peers, and the manager adjust to the new work regimen".[30] The drop could also be accountable to inadequate office setup. Managers need to be patient and let the teleworker adapt. It can be claimed that as much as "70 minutes of each day in a regular office are wasted by interruptions, yakking around the photocopier, and other distractions".[31] Eventually, productivity of the teleworker will climb. Over two-thirds of employers report increased productivity among telecommuters. CompTIA survey of 212 diverse employers (October 2008). [32]
  • Traditional line managers are accustomed to managing by observation and not necessarily by results. This causes a serious obstacle in organizations attempting to adopt telecommuting. Liability and workers' compensation can become serious issues as well. Companies considering telecommuting should be sure to check on local legal issues, union issues, and zoning laws. Telecommuting should incorporate training and development that includes evaluation, simulation programs, team meetings, written materials, and forums. Information sharing should be considered synchronous in a virtual office and building processes to handle conflicts should be developed. Operational and administrative support should be redesigned to support the virtual office environment. Facilities need to be coordinated properly in order to support the virtual office and technical support should be coordinated properly. The conclusion for managers working within telecommuting organizations is that new approaches to "evaluating, educating, organizing, and informing workers"[33] should be adopted.
  • Teleworking can negatively affect a person's career. A recent survey of 1,300 executives from 71 countries indicated that respondents believe that people who telework were less likely to get promoted. Companies rarely promote people into leadership roles who haven't been consistently seen and measured. [34]

Telecommuting and Work At Home Scams

Main article: Work at home scheme

Work-at-home and telecommuting scams are common. Some of these job offers are scams appealing to a "get rich quick" audience but in fact require an investment up front with no pay off at the end.[35] The problem is so pervasive that in 2006 the Federal Trade Commission (FTC) established Project False Hopes, a federal and state law enforcement sweep that targets bogus business opportunity and work at home scams. The crackdown involved more than 100 law enforcement actions by the FTC, the Department of Justice, the United States Postal Inspection Service, and law enforcement agencies in 11 states. In four of the new FTC cases alone, consumers lost more than $30 million. “Bogus business opportunities trample on Americans’ dreams of financial independence,” said FTC Chairman Deborah Platt Majoras. "If a business opportunity promises no risk, little effort, and big profits, it almost certainly is a scam. These scams offer only a money pit, where no matter how much time and money is invested, consumers never achieve the riches and financial freedom promised.”[36]

The FBI warned of such scams on February of 2009, as well.[37]

Of the 3 million+ web entries that surface from a search on the terms "work at home," over 95% of the results are scams, links to scams, or other dead ends. Work at home scams earn over $500 million a year. Home business scams account for another $250 million/year. Even the sites that claim to be scam-free, often feature ads that link to scams.[38]

According to Christine Durst, there is a 48-to-1 scam ratio among work at home job leads on the internet. This statistic has been used in coverage by Good Morning America, CNN, Business Week, and The Wall Street Journal. [39]

See also

Search Wikiversity Wikiversity has learning materials about Telecommuting

References

  1. ^ Nilles, Jack M., Managing Telework: Options for Managing the Virtual Workforce, John Wiley & Sons 1998, ISBN 0-471-29316-4
  2. ^ Leonhard, Woody, The Underground Guide to Telecommuting, Addison-Wesley 1995, ISBN 0-201-48343-2
  3. ^ JALA biography of Jack Nilles Last modified: January 5, 2006 Accessed: March 11, 2007
  4. ^ "Telework Adoption and Energy Use in Building and Transport Sectors in the United States and Japan, J. Infrastruct. Syst. Volume 11, Issue 1, pp. 21-30 (March 2005)". http://scitation.aip.org/getabs/servlet/GetabsServlet?prog=normal&id=JITSE4000011000001000021000001&idtype=cvips&gifs=yes/. 
  5. ^ "Lister, Kate, Undress For Success--The Naked Truth About Making Money at Home, John Wiley & Sons (2009), ISBN 978-0-470-38332-2". http://undress4success.com/research/people-telecommute/. 
  6. ^ "WorldatWork "Telework Trendlines" 2009". http://www.worldatwork.org. 
  7. ^ Lister, Kate, Undress For Success--The Naked Truth About Making Money at Home, John Wiley & Sons (2009), ISBN 978-0-470-38332-2
  8. ^ "Managing Remote Workers". http://www.computing.co.uk/crn/comment/2227210/managing-remote-workers. 
  9. ^ "Lister, Kate, Telework Savings Calculator--an interactive web-based model that allows companies and communities estimate the value of increased telecommuting (the model has been quoted in Green Recovery, by Andrew Winston: Harvard Business Press ISBN 978-1-4221-6654-3, Fortune Magazine: June 9 2008 (http://money.cnn.com/2008/06/02/magazines/fortune/annie_gas.fortune/index.htm), and many other publications [http://undress4success.com/brags/work-at-home-undress4success-press/press-coverage-undress-success-2008/)]". http://undress4success.com/research/telework-savings-calculator/. 
  10. ^ "Lister, Kate, Telework Savings Calculator". http://undress4success.com/research/telework-savings-calculator/. 
  11. ^ Siano, M. (1998, March-April). "Merging home and office: telecommuting is a high-tech energy saver" [Electronic version]. E.
  12. ^ "Lister, Kate, Undress For Success--The Naked Truth About Making Money at Home, John Wiley & Sons 2009, ISBN 978-0-470-38332-2". http://undress4success.com/research/telework-savings-calculator/. 
  13. ^ Robert Half International (2008-02-06). ""Survey Finds Salary Is Top Draw for Job Candidates but Benefits Nearly As Popular"". http://www.roberthalffinance.com/portal/site/rhf-us/template.PAGE/menuitem.b55c61eb41144dbf9a64e9c302f3dfa0/?javax.portlet.tpst=7658df44c982f2e6fa64e9c302f3dfa0&javax.portlet.prp_7658df44c982f2e6fa64e9c302f3dfa0_releaseId=2108&javax.portlet.prp_7658df44c982f2e6fa64e9c302f3dfa0_request_type=RenderPressRelease&javax.portlet.begCacheTok=com.vignette.cachetoken&javax.portlet.endCacheTok=com.vignette.cachetoken. 
  14. ^ Tom Abate (2008-04-22). "SF Chronicle "Group touts telecommuting's green benefits"". http://www.sfgate.com/. http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2008/04/22/BUEC1087U5.DTL. 
  15. ^ Lurita Doan (2007-09-12). "Administrator Doan Issues GSA Telework Challenge". U.S. General Services Administration. http://www.gsa.gov/Portal/gsa/ep/contentView.do?pageTypeId=8199&channelId=-18821&P=&contentId=23524&contentType=GSA_BASIC. Retrieved 2007-10-11. 
  16. ^ "[http://www.nsf.gov/news/news_summ.jsp?cntn_id=111252&org=olpa&from=news NSF Press Release 08-038 "Telework" Benefits Employers, Employees and the Environment]". http://www.nsf.gov/news/news_summ.jsp?cntn_id=111252&org=olpa&from=news. 
  17. ^ "Telework Under the Microscope -- A Report on the National Science Foundation's Telework Program". http://www.teleworkexchange.com/nsfstudy. 
  18. ^ Commuter Connections, Telework Centers, http://www.mwcog.org/commuter/Bdy-TDMTele.html
  19. ^ Venkatesh, A. and Vitalari, N. P., "An Emerging Distributed Work Arrangement: An Investigation of Computer-Based Supplemental Work at Home", Management Science, 1992, 38(12), pp. 1687-1706.
  20. ^ Korte, W. B., "Telework – Potentials, Inceptions, Operations and Likely Future Situations," in W. B. Korte, S. Robinson, and W. J. Steinle (Eds.), Telework: Present Situations and Future Development of A New Form of Work Organization, Elsevier Science Publishers, Amsterdam, Netherlands, 1988.
  21. ^ Sieber, P. "Virtuality as a Strategic Approach for Small and Medium Sized IT Companies to Stay Competitive in a Global Market," in J.I. DeGross, S. Jarvenpaa, and A. Srinivasan (Eds.), Proceedings of the Seventeenth International Conference on Information Systems, Cleveland, OH, 1996, pp. 468.
  22. ^ Taylor, W. C., "At VeriFone, It's a Dog's Life (And they Love it)," Fast Company, 1995, 1 (Premiere Issue), pp. 115-121. http://www.fastcompany.com/online/01/vfone.html
  23. ^ Sia, C. L., Teo, H. H., Tan, B. C. Y., Wei, K. K., "Effects of Environmental Uncertainty on Organizational Intention to Adopt Distributed Work Arrangements," IEEE Transactions on Engineering Management, 2004, 51(3), pp. 253-267
  24. ^ "Links to Jellies worldwide.". http://wiki.workatjelly.com/. 
  25. ^ "Lister, Kate, Undress For Success--The Naked Truth About Making Money at Home, (John Wiley & Sons 2009, ISBN 978-0-470-38332-2)quoting Management-Issues.com (July 30, 2007 survey". http://undress4success.com/research/pros-cons/. 
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