The organizational implications of human resources managers’ perception of teleworking

Human resource managers are prime decision‐makers in the adoption of teleworking. This paper shows the results of an empirical study of the perceptions of HR managers about the feasibility of teleworking within their organizations. Teleworking feasibility is significantly explained by the percentage of tasks suitable to teleworking, the employees’ involvement in task design and programming, the percentage of salespeople in the workforce, the degree of work‐location sharing for teleworking, the use of information and communication technologies, and the degree of innovation. HR managers in small companies perceive a greater feasibility than HR managers in large companies.

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