Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Jill Murray
Abstract
Telecommuting became more entrenched in many corporations during the COVID-19 pandemic. The rise in the number of telecommuting employees has presented new challenges to traditional employee management; some business leaders lack strategies to manage telecommuting employees while maintaining expected productivity levels. Grounded in the resource-based view conceptual framework, the purpose of this qualitative multiple-case study was to explore strategies business leaders use to maintain productivity in employees who telecommute. The participants were four managers in the human capital management industry with a minimum of 2 years in their managerial role and telecommuting direct reports. Data were collected by conducting semistructured interviews and reviewing public company documents. Use of Yin's five-step data analysis process yielded five themes: (a) resource engagement, (b) effective communication, (c) technology management, (d) people management, and (e) work–life balance. A key recommendation is for business leaders to ensure resource engagement by improving onboarding processes for telecommuting employees. The implications for positive social change include the potential to identify strategies that, if implemented, can potentially improve the work–life balance of employees.
Recommended Citation
McCalmon, Rachael, "Telecommuting Strategies in the Human Capital Management Industry" (2023). Walden Dissertations and Doctoral Studies. 14733.
https://scholarworks.waldenu.edu/dissertations/14733
