Telecommuting System and its Effect on Employee performance in the Oil and Gas companies in Nigeria
Author(s)
Download Full PDF Pages: 133-141 | Views: 812 | Downloads: 250 | DOI: 10.5281/zenodo.3613405
Abstract
This study examined the effect of telecommuting systems on employees’ performance in the Nigeria oil and gas upstream sector. 69 valid structured questionnaire data was collected among four selected firms’ staff randomly, namely, Sepia: Petroleum Development Company; Famfa Oil, Chevron Nigeria Limited and Mobil Producing Nigeria Limited. And the text of hypotheses was based on correlation and multiple regression analysis, while SPSS analytical tools where used to analyzing the data. Findings revealed that the telecommuting system has an effect on employee’s performance. Thus, it concluded that the utilization of information technology, Smartphone usage, flexible work arrangement and digital work environment has an influence on employee performance. The study recommends that employees should be provided with necessary gadgets and be trained on how to use them to boost their performance. Also, only trustworthy and high morale personnel who are willing for telecommuting should be selected; Managers should effectively manage professional and physical Isolation of telecommuters through regular visits to the office and meetings with peers.
Keywords
Telecommunicating System; Information Communication Technology (ICT) Smartphone usage; flexible work arrangement; employee performance
References
i. Almer, ED. & Kaplan, SE. (2002). The effects of flexible work arrangements on stressors, burnout, and behavioral job outcomes in public accounting. Behavioral Research in Accounting, Vol. 14, pp. 1-34.
ii. Baarne, R., Houtkamp, P., & Knotter, M. (2010). Het nieuwe werken ontrafeld [ Unravelling new ways of working]. Assen, The Netherlands: Koninklijke Van Gorcum/Stichting Management Studies.
iii. Baruch, Y. (2001). The status of research on teleworking and an agenda for future research. International Journal of Management Reviews, 3(2) 113-430.
iv. Berndt, Ernst R. and Morrison, Catherine J. (2008), High-tech Capital Formation and Economic Performance in U.S. Banking Industries: An Exploratory Analysis’, Journal of Econometrics, Vol. 106, No .2 pp 22-34.
v. Campbell, S. W., & Russo, T. C. (2003). The social construction of mobile technology: Anapplication of the social influence model to perceptions and uses of mobile phones within personal communication networks. Communication Monographs, 70(4), 317-334.
vi. Day, A., Paquet, S., Scott, N., & Hambley, L. (2012). Perceived information and communication technology (ICT) demands on employee outcomes: The moderating effect of organizational ICT support. Journal of Occupational Health Psychology, 17(4), 473-491.
vii. Donner, J. (2005). Research Approaches to Mobile Phone Use in Develop big world: A Review of literature. The Information Society, 24, 140
viii. Duncombe, R. and Heeks, R. (2006). Information and communication technologies and small enterprise in Africa: Findings from Botswana. Institute for Development Policy and Management, University of Manchester.
ix. Garrett, R. IC. and Danziger, SN. (2010). “Which Telework? Defining and testing a taxonomy of technology mediated-work at a distance.
x. Grensing-Pophal, L. (1999). Training Supervisors to Manage Teleworkers, HumanResources Magazine, January, 67-72.
xi. Guirnaraes, T.& Dallow, P. (1999). Empirically Testing the Benefits, Problems, and Success Factors -for Telecommuting Programs, European Journal of InformationSystems, 8, 40-54.
xii. Hill, J. B., Miller, B.C., Weiner, S.P., & Colihan, J. (1998). Influences of the virtual office on aspect of work and work balance. Personnel psychology, 51, 667-683.
xiii. Himmelspach, 1, (2008) Telecommuting: Boon or bane? Grand Rapids Business Journal 26, 35: 6-7.
xiv. Hughes, N. & Lonie, S. (2007). M-PESA: Mobile Money for the Unbanked.
xv. Kala S .S & Varadharajan S (2003) The Effect of Telecommuting o Suburbanization:
xvi. Kelliher, C., & Anderson, D. (2008). For better or for worse? Analysis of how flexible working practices influence employees perceptions of job quality. The International Journal of Humnan Resource Management, 19,419-431.
xvii. Kurland, N. B. & Bailey, D. E. (1999). Telework: The advantages and challenges of working here, there, anywhere, and anytime. Organizational Dynamics, 28(2), 53-68.
xviii. Rowe, M(2009) “Beat the Recession Blues,” Restaurant 1-lospitality, Volume 93, Number 12, pp. 26-30.
xix. Saunders, R., Warford, J. & Wellenieus, B. (1994). Telecommunications and economicdevelopment. 2ndedition. Baltimore, MD: Johns Hopkins University Press.
xx. Shin, B., O. Sheng & K. Higa. 2000. “Telework: Existing Research and Future Directions.” Journal of OrganizationalComputing and Electronic Commerce. 10(2), 85-101.
xxi. Sloan, A. F. (2010). Public Policy Platform on Flexible Work Arrangements. Public policyinitiativeat Georgetown Law,Availableat: http://workplaceflexibility2010.org/images/uploads/report-1. pdf.
xxii. Wiesenfeld, B. M., Raghuram, S. & Garud, R. (1999). Managers in a virtual context: The experience of self-threat and its effects on virtual work organizations. In C. L. Cooper & D. M. Rousseau (Eds.), Trends in Organizational Behavior. (pp. 31-44). Chichester: John Wiley & Sons, Ltd.
Cite this Article: