Date of Conferral
Doctor of Business Administration (D.B.A.)
The Telework Enhancement Act of 2010 dramatically increased teleworking opportunities for federal employees. The increase in the number of teleworking employees presented numerous challenges for federal managers attempting to establish social networks, teamwork, and organizational commitment for their employees. This study used the case study design with a socio-technical conceptual framework as the basis to explore the strategies managers used. Data were collected via semistructured interviews with federal managers of teleworkers located in the Midwest region of the United States. A coding strategy was employed to organize the transcripts from the interviews into themes, and methodological triangulation was utilized by comparing the interview data with data from federal teleworking documents. From these analyses, 10 themes emerged: group meetings, knowledge-sharing networks, management of teleworkers, teleworker agreements, teleworker equipment, challenge of team building, telework as a reward, limitation on days teleworked, training, and flexibility of teleworkers. Managers incorporating these themes into best practices could have the tools and strategies to effectively implement and manage teleworking programs by helping to improve organizational commitment, teamwork, and socialization. The strategies could also help alleviate the isolation that some federal teleworkers experience. Widespread adoption of these strategies by managers could lead to increased teleworking opportunities for employees, thereby saving energy, reducing greenhouse gases, and reducing traffic congestion.