DETERMINANTS OF TELECOMMUTING: EVIDENCE FROM

SERVICE SECTOR OF NEPAL

Bhuwan G C
Exam Roll No: 18220477
PU Registration No: 2018-2-22-0486

A Graduate Research Project Submitted to

Excel Business College
Pokhara University

Submitted in partial fulfillment of the requirements for the degree of

Master of Business Administration (MBA)

Kathmandu
April 2022
 ACKNOWLEDGEMENTS

The graduate research project "Determinants of Telecommuting: Evidence from the

Service Sector in Nepal" was completed as part of the Masters of Business
Administration (MBA) program of faculty management at Pokhara University.

I'd like to convey my heartfelt thanks to Dr Makshindra Thapa, my esteemed supervisor,

for his direction, encouragement, assistance, and unwavering support during my GRP
project by supplying essential resources connected to my topic.

Honorable Prof. Dr. Prem Raj Panta, please accept my deepest gratitude for assisting me
with my subject, for always being available to answer my questions and remove my
doubts about sample sizes, and for offering advice on how to finish my GRP in a
professional manner.

A special thanks to Dr. Bishnu Prasad Bhattarai (Academic Director/Business Unit Head,
Excel Business College) Mr. Rajan Prasad Kadel (Principal, Excel Business College), I
would like to thank Excel Business College for providing all the necessary materials and
resources during my MBA course for the research project.

Similarly, I would like to thank all the respondents for their valuable time for helping me
with my research project by filling the provided questionnaires.

Lastly, I would like to thank my family and friends who has been very kind and
supportive and cooperative throughout my GRP project duration.

Sincerely,

Bhuwan G C

April, 2022

ii
 CERTIFICATE OF AUTHORSHIP

I hereby declare that this submission of "Determinants of Telecommuting: Evidence

from the Service Sector in Nepal" is my own work and that to the best of my
knowledge and belief, it contains no material previously published or written by another
person, nor material which to a substantial extent has been accepted for the award of any
other degree of a university or other institution of higher learning, except where due
acknowledgement is made in the acknowledgements.

……………………

Bhuwan G C

April, 2022

iii
 TABLE OF CONTENTS

ACKNOWLEDGEMENTS..............................................................................................ii
CERTIFICATE OF AUTHORSHIP..............................................................................iii
TABLE OF CONTENTS.................................................................................................iv
LIST OF TABLES............................................................................................................vi
LIST OF FIGURE...........................................................................................................vii
LIST OF ABBREVIATIONS........................................................................................viii
EXECUTIVE SUMMARY..............................................................................................ix
CHAPTER I: INTRODUCTION...............................................................................1-13
1.1 Background of the Study...........................................................................................1
1.2 Statement of the Problem...........................................................................................7
1.3 Purpose of the Study..................................................................................................8
1.4 Research Questions or Hypothesis.............................................................................8
1.5 Significance of the Study...........................................................................................9
1.6 Operational Definition and Assumptions.................................................................10
1.7 Organization of the Study........................................................................................12
CHAPTER II: LITERATURE REVIEW AND THEORETICAL
FRAMEWORK..........................................................................................................14-62
2.1 Literature Review.....................................................................................................15
2.10 Conceptual Framework.........................................................................................61
2.11 Research Gap.........................................................................................................62
CHAPTER III: RESEARCH DESIGN AND METHODOLOGY........................63-70
3.1 Research Design.......................................................................................................63
3.2 Description of the Samples......................................................................................64
3.3 Instrumentations of Data Collection........................................................................65
3.4 Data Collection Procedure and Time Frame............................................................66
3.5 Validity and Reliability............................................................................................67
3.6 Analysis Plan...........................................................................................................69
3.7 Limitations of the Study..........................................................................................70
CHAPTER IV: RESULTS AND DISCUSSION.....................................................71-88

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 4.1 Assess the Demographic Analysis and the Descriptive Statistics of Study Variables
(Job Satisfaction, Saving & Environment, Decision Making & Productivity, Working
Condition and Family & Personal Matter)....................................................................71
4.2 Relationship between Job satisfaction and cost saving & environment, Decision
Making & Productivity, Working condition, Family & Personal Matter of Service
sector..............................................................................................................................81
4.3 Effects of Cost saving & Environment, Decision Making & Productivity, Working
Condition, Family & Personal Matter Practice of service sector job satisfaction. 83
4.4 Discussion................................................................................................................85
CHAPTER V: SUMMARY AND CONCLUSION......................................................89
5.1 Summary of Findings...............................................................................................89
5.2 Conclusion...............................................................................................................91
APPENDIX I: Survey Questionnaire on.....................................................................114
“Determinants of Telecommuting: Evidence from service sector of Nepal.”.............114

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 LIST OF TABLES

Table No Title Page No.

3.1 List of Service Sector and Number of Observation 65

3.2 Reliability Test 68
4.1 Classification of Respondents Based Age Group 72
4.2 Classification Based on Gender 73
4.3 Classification of Respondents Based on Marital Status 73
4.4 Classification of Respondents Based on Education Level 74
4.5 Classification of Respondents Based on Professional 74
4.6 Descriptive Statistics of Job Satisfaction 75
4.7 Descriptive Statistics of Cost Saving and Environment 77
4.8 Descriptive Statistics of Decision Making and Productivity 78
4.9 Descriptive Statistics Working Condition 79
4.10 Descriptive Statistics of Family and Personal Matter 80
4.11 Descriptive Statistics of Study Variables (Overall) 81
4.12 Descriptive Pearson’s Correlation Matrix of Study Variables 82
4.13 Regression Analysis 84
4.14 Summary of Result 87

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 LIST OF FIGURE

Table No Title Page No.

2.1 Conceptual Framework 62

vii
 LIST OF ABBREVIATIONS

AMA American Medical Association

ANOVA Analysis of Variance

CE Cost Efficient

CS Cost Saving

DM Decision Making

EOU Ease of Use

FP Family & Personal Matter

GRP Graduate Research Project

MBA Master in Business Administration

OECD Organization for Economic Co-operation and Development

PhD Doctor of Philosophy

PU Pokhara University

ROI Return on Investment

Sig. Significance

SPSS Statistical Package for the Social Sciences

VIF Variance Inflation Factor

WC Working Condition

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 EXECUTIVE SUMMARY

This paper explores different aspects of remote work and how it may impact the way we
work after the pandemic and is telecommuting is effective for employee. It examines the
demographic & descriptive statatistics and relationship between Different Variables (Cost
saving & Environment, Decision making & Productivity, Working Condition and Family
& Personal Matter) based on an assessment of teleworking regulations in 18 different
service sectors in Nepal.

The Telecommuting Survey was created to help to find the benefits and challenges
employees are experiencing related to remote work, with the intent to gather information
to be used to help shape. Telecommuting policy in the future. The survey was sent to 400
employees and 370 responded, for a response rate of 90%-92%. The survey consisted of
mostly multiple-choice questions. Overall, most employees enjoy working remotely, and
feel that they are as, or more productive working remotely compared to working in the
office. The majority of employees would prefer some combination of working in the
office and working remotely, although specific preferences vary greatly. Likewise, the
majority of supervisors feel that their employees are as, or more productive while
working remotely and said that they trust their subordinates to get their work done while
working remotely.

The associated economic costs of teleworking are also examined through an assessment
of the benefits of reducing the commuting time, the costs for the workforce associated to
working from home, as well as a wide range of benefits for employers like possible
reduction of the office space. In addition, many questions are raised such as whether costs
associated to remote work shall be covered by the employer or if these are transferred in
full or partially to the worker. The considerations around the economic burdens can vary
depending on the nature of remote work, whether the working relationship has been
agreed as such from the beginning, or if it is provided as a benefit for the workforce;
whether is mandated by the employer or agreed bilaterally.

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 CHAPTER I
INTRODUCTION

1.1 Background of the Study

The unprecedented emergence of COVID-19 virus changed the world that people used to
know. The deadly virus outbreak was characterized by the World Health Organization as
a pandemic in March 2020. This situation imposed strict governmental regulations
worldwide in order to contain the virus and reduce its spread among people. As social
distancing and lockdown, being the main security measures, were introduced by
governments, workplaces had to comply and close, forcing millions of workers
worldwide to adapt to this change through shifting from traditional in-office work
practices to telecommuting work practices. In this scenario, telecommuting has proven
itself to be an important aspect of ensuring business continuity.

Telecommuting was previously researched as an alternative work arrangement to

traditional in-office work for its potential advantages on both employers and employees,
however, this practice is not risk free. Many challenges also arise upon the
implementation of telecommuting work arrangement. Prior to the pandemic, people used
to optionally engage in teleworking, however, the pandemic didn’t leave employees a
choice, changing it to a mandatory, full time practice, while many of them didn’t have
such experience and weren’t prepared for supporting this transition. This sudden shift to a
whole new work mode imposed additional benefits, as well as challenges, on both
employers and employees. Thus, it was important to develop a conceptual analysis of
telecommuting in the context of COVID-19 pandemic to gain deeper understanding of
the concept of telecommuting, its benefits and challenges, its variables, and most
importantly, its impact on employees’ job satisfaction, a significant aspect of work.

The relationship between telecommuting and job satisfaction has been extensively studied
by researchers and scholars previously, however, not in a pandemic context, when many
of its characteristics and variables differ. Hence, this research paper intends to explore the

1
impact of factor of telecommuting on employee job satisfaction during COVID-19
pandemic, focusing on pre- and post-pandemic trends in telework.

Teleworkers in the 21st century often use mobile telecommunications technology such as
a Wi-Fi-equipped laptop or tablet computers and smartphones to work from coffee shops;
others may use a desktop computer and a landline phone at their home. According to
Reuter’s poll, approximately "one in five workers around the globe, particularly
employees in the Middle East, Latin America and Asia, telecommute frequently and
nearly 10 percent work from home every day. “In the 2000s, annual leave or vacation in
some organizations was seen as absence from the workplace rather than ceasing work,
and some office employees used telework to continue to check work e-mails while on
vacation.The practice became much more mainstream during the COVID-19 pandemic,
when millions of workers were forced to start remote working for the first time.

Yap and Tng (1990) stated that there is non-significant relationship between telework and
job satisfaction. Due to the separation of the teleworkers from the office environment, the
negative impact of isolation and the decrease in social interaction will deteriorate the
relationship between teleworkers with their supervisors and colleagues, in turn resulting
in job dissatisfaction.

Knight and Westbrook (1999) indicated that today’s employers should be aware that
flexibility and control, built upon a foundation of improved communications with
management and co-workers, have become new motivators for knowledge telecommuter
workers. Taking advantage of the fact that company policy, supervision, interpersonal
relations and personal factors have been found to motivate telecommuters could be
valuable to an employer’s ability to recruit and maintain the skills and talent required for
the continued success of the business.

Fortier (1998) indicated that employees need flexibility and a balance between their work
lives and their personal lives. Kurland and Bailey (1999) mentioned another reason to
implement telecommuting, i.e. it widens the talent pool available to the organization. It
also may stem turnover by providing workers with flexibility that allows them to keep
their jobs in the face of external demands or desires.

2
Kurland and Bailey (1999) stated popular press accounts of successful telecommuting
programmes often report that telecommuters take fewer sick days, are absent less, have
higher job satisfaction, and have higher work performance ratings. These factors may
positively affect productivity. Telecommuters have relatively distraction free
environments, as they are more open to receiving interruptions while at the traditional
office (Kurland & Bailey 1999). Together, these factors, relating to the location of work,
the timing of work, and the quality of work life, can increase productivity.

Hill et al. (1998) indicated that qualitative analyses revealed the perception of greater
productivity, higher morale, increased flexibility and longer work hours due to
telecommuting, as well as an equivocal influence on work/life balance and a negative
influence on teamwork. Besides, productivity was measured by reduced incidental
absence, increased performance, and increased quality and quantities of assignments
completed during the trial period (White Paper 1997). Moreover, Sullivan (1992)
indicated that with telecommuting your absence from the office is as trouble free as
possible.

Sullivan (1992) showed that you could be more productive away than when you are in the
office. Further, coworkers should be able to reach you easily, and you should receive
information and deliver work to the office without causing unusual disruptions of work
patterns (Sullivan 1992).

Fitzgerald (1995) discovered that the number of companies going mobile is impressive.
He stressed that it is the challenge for an organization to provide support for the road
warrior and telecommuter who required job flexibility and job satisfaction.

Factor of location of work and long commutes may cause workers to reconsider
relocating (either to a new job or to a new neighborhood). Then telecommuting may save
employees from the associated expenses and upheaval of such major change (Kurland &
Bailey 1999). Schilling (1999a) viewed telecommuting as an added benefit; employees
are less likely to switch jobs, reducing the company’s recruiting and training efforts. This
was supported by Lovelace (1995) who indicated that home-base telecommuting also
eliminates relocation
3
and associated expenses and accommodates people who would be reluctant to disrupt
their lives by moving.

Fortier (1998) stated that telecommuting can help reduce absenteeism due to illness,
childcare, eldercare, and the need to be home to take care of personal business – all of
which can average several days per year. Further, he stated that telecommuting can
mitigate business disruption during strikes, floods, bad weather, and other emergencies.
To reconcile these inconsistent findings, we reason that the link between extent of
telecommuting and job satisfaction might be curvilinear in the shape of an inverted U.
That is, at relatively low levels of telecommuting, in which a greater proportion of time is
spent in the office, telecommuters are still able to manage important face-to-face work
relationships (Dubrin 1991; Feldman & Gainey, 1997), to minimize any feelings of
isolation, and to begin to satisfy both individual and organizational needs that enhance
job satisfaction. However, at relatively high levels of telecommuting, a significant loss of
face time and more social isolation are likely to increasingly offset the individual’s ability
to satisfy both individual and organizational needs, negatively affecting job satisfaction.

Telecommuting was promoted extensively in the United States sometime in the 70s as the
personal computer and portable modem was made available (Hill et al.1998).
Telecommuting as defined by Williams et al. (1999) is as way of working at home with
telecommunications – phone, fax, and computer – between office and home. It is the
ability to connect computers to one another by modem or network and communications
lines to provide online information access, such as the use of pocket pagers, portable
computers, fax machines, and various phone and network services to conduct business.

Telecommuters often use other communications media such as electronic mail, personal
computer links to office servers and fax machines (Kurland and Bailey 1999). Finlay
(1999) indicated that telecommuters need to have a main computer, a second computer, a
phone, a network and a printer to help them in their telecommuting. Schilling (1999b)
indicated that employees gave up costly office space and communicate with the company
and their customers remotely by telephone, computer or other technological tools.
Lovelace (1995) mentioned people who regularly work from locations outside the office,
telecommuting to the office by phone, fax and modem.

4
Fortier (1998) indicated telecommuting can help alleviate the office space crunch and are
a great alternative to expensive new buildings. Further, Girard (1997) discovered that
companies should save as they implement telecommuting. This was supported by Martin
(1994) who indicated that expense reduction for the corporation has been a major impetus
for the large increase in the virtual office.

Knight and Westbrook (1999) stressed that greater emphasis is placed on hiring and
retaining qualified workers, which often means dipping into a labour pool that requires
greater flexibility such as working parents and people with limited mobility. They also
discovered that telecommuting helps attract new employees (especially those who need
flexibility) increases retention rates, reduces sick time and absenteeism, increases
productivity and increases job satisfaction.

Golden and Veiga (2005) showed a curvilinear relationship between telecommuting and
job satisfaction to reconcile these inconsistent findings. The inverted U-shape of this
curvilinear relation suggests that when the level of telecommuting is relatively low there
will be an increase in job satisfaction. However, when the level of telecommuting is
relatively high, the effects of loss of interaction and feelings of isolation will offset the
benefits of satisfying both personal and organizational needs, causing a negative effect on
job satisfaction.

White et al. (2007) detailed the scope of the benefits that could be realised from an
increase in telecommuting such as; reduced travel time, spreading the demand on public
transport services and higher productivity from employees. In the past the lack of access
to high speed Internet connections, teleconferencing software, or the necessary equipment
to fulfill their job from home has stopped people from telecommuting. With high-speed
broadband, personal laptops/computers, tablets and smartphones becoming more
affordable and easily accessible, telecommuting is becoming a viable option for some
employers and employees. However, in Ireland telecommuting hasn’t reached its full
potential. Hynes (2014, 2013) puts this down to a lack of political and policy in this field
to promote this sustainable method of working.

(Jacob et al.2008) study on the American workforce indicates that workplace

effectiveness (i.e., workplace flexibility, management decision making involvement,

5
positive co-worker

6
support, learning opportunities, supervisor support for success, and job autonomy) is
related to the overall job satisfaction, engagement and retention.

Employees use technology such as personal computers, modems, telephones, and

facsimile machines to connect electronically to the central office. Telecommuting, in
essence, movies work to the worker and not the worker to the work. While being
influenced by many factors, telecommuting has risen in prominence primarily due to
transformations in the followings area: Telecommunications and information technology,
the nature of work; the workers; the workplace; urban highway congestion; and in some
jurisdictions, environmental legislation. Although the land use implications are similar,
the definition of telecommuting chosen for this paper does not include home-based
business. Telecommuters are, therefore, considered employees of private or public sector
organizations.

Steiner-Ostermann (2018) Stated that teleworking produce better work quality in terms
of attractiveness and productivity due to better concentration, less distraction, and less
driving times to the office, and thus saving time for getting the work done. Assessments
of higher efficiency of the meeting results through better coordination and cooperation,
enabling more personal responsibility and optimizing the work-life balance were also
noted) The Federal Ministry for Agriculture, Regions and Tourism, Teleworkers
contribute to environment and climate protection by reducing car traffic. For cashiers and
mechanics on the assembly line, working from home is not suitable; however, other
occupations such as conception, controlling, customer care, editorial staff, personnel
planning, appraisal and programming tasks, accounting and documentation are
considered suitable for home office work. Requirements for a home office worker are
self-reliance, reliability, tech-savvy, equipment availability at home, voluntariness, and
ability to work within a teamwork.

Gajendran and Harrison (2007), Charalampous et al. (2019) and Golden and Veiga
(2005) found that an increase of the telecommuting intensity in an adequate range could
result in a growth of individual outcomes, in terms of job satisfaction, performance and
perceived career prospects. If the telecommuting intensity is not adequate it tends to
cause role stress or turnover intention. Moreover, the quality and quantity of

7
psychological mediators such as perceived autonomy, relationship quality and work
family conflict (better explained as

8
work family relationship) are able to trigger the individual outcomes in an attenuated or
strengthened mode.

1.2 Statement of the Problem

COVID-19 changed the work environment for individuals across the globe in early 2020
(Chang et al. 2021). Little is known about how COVID-19 has impacted the job
satisfaction of those who left the traditional office space to work remotely. The specific
problem is that research regarding employee job satisfaction is lacking among the
population of individuals who were asked to work from home due to the global crisis.
The results of this study may provide information for organizations considering a
permanent remote work model for their employees.

There are many services sector and multinational companies in Nepal and they offer
teleworking however it’s not being accepted as official arrangement or as an attractive
option to the management among Nepal due to the lack of guidance and support.
Management resistance is by far the most frequently reported barrier to telework.
Conclude in his research stating obstructions to telecommuting are managerial in nature
compared to other factors such as cost or technicalities.

A literature review as well as a study will be conducted in an attempt to reveal how

telecommuting environment satisfied to employer and employee. Satisfaction is measured
in terms of work productivity, moral, flexibility, working condition, balance between
work & personal lives & cost reduction in overhead with an amount of communication.

As more sophisticated technology infiltrates the workplace, the idea of telecommuting

becomes an alternative for employees. Technology enables employees to communicate
from home, possibly changing the whole structure and definition of an "office." The
purpose of this study is to determining the factor of telecommuting on the satisfaction of
employees using telecommuting. This study may also give employers looking to
telecommuting as an option for their organizations, insight to make an educated decision.
It may also help employers and employees decide whether telecommuting fits their needs.

9
1.3 Purpose of the Study
Telecommuting environment is a new experience for Nepali employees. Therefore, the
main objective of this study is to identify the determinants of telecommuting & examine
on those determinant of Employees job satisfaction and understanding of the connection
between Telecommuting and Job satisfaction of the employees and organization. To
achieve this primary objective, sub-objective as follows;

I. To Explore the determinants of telecommuting on savings and environment,

decision making and productivity, working condition, Family and Personal matter
with job satisfaction.
II. To examine the intensity of telecommuting on savings and environment, decision
making and productivity, working condition, Family and Personal matter with job
satisfaction.
III. To examine the relationship between savings and environment, decision making
and productivity, working condition, Family and Personal matter with
telecommuting on job satisfaction.

1.4 Research Questions or Hypothesis

1.4.1 Research Questions

RQ 1: What are the determinants of telecommuting on savings and environment,
decision making and productivity, working condition, Family and Personal matter
with job satisfaction.

RQ 2: Does telecommuting intensity have an impact on its savings and environment,

decision making and productivity, working condition, Family and Personal matter
with job satisfaction.

RQ 3: Is there any relationship between savings and environment, decision making

and productivity, working condition, Family and Personal matter with
telecommuting on job satisfaction.

10
1.4.2 Hypothesis
H01: There is no significant positive impact of saving & environment on job satisfaction
of employee.

H02: There is no significant positive impact of decision making & productivity on job
satisfaction of employee.

H03: There is no significant positive impact of working condition on job satisfaction of

employee.

H04: There is no significant of positive impact of family & personal matter on job
satisfaction of employee.

1.5 Significance of the Study

Employee satisfaction highly affects organization productivity as it depends on
employees' efficiency and throughput. Identifying the matrix of factors affecting
employee satisfaction and their significance can be used to forecast employee attrition
and apply possible solutions to increase each employee's throughput and efficiency,
resulting in increasing overall productivity of the organization.

Since most of the employees now have the practice and developed a suitable environment
for Telecommuting, organizations may need to keep the Telecommuting/WFH option
available further as it reduces maintaining and operating costs of offices and working
environments. As it is a new experience for Nepali employees, it is essential to identify
the factors that affect their job satisfaction when they work from home. After identifying
those factors, it can be given suggestions and recommend methods and practices to follow
by both employee and employer parties to make Telecommuting efficient through this
study. Also, it very important to decide between keeping the Telecommuting option
available for employees further after identifying and solving possible drawbacks.

The concept of Telecommuting has not received much attention in past years. However,
today it has become something that has attracted the attention of the whole world.

11
Telecommuting begins in 1973. But very few researches were conducted focusing on
Telecommuting and employee satisfaction.

Past researches have shown the relationship between employee job satisfaction and
Telecommuting in different countries. However, there is no research conducted in Nepal
to determine the employees' job satisfaction when working from home. Therefore, it is
essential to conduct this research to determine its effect on the Nepal context.

1.6 Operational Definition and Assumptions

This section deals with the operational definition of the variables that have been used in
this study. To find out the relationship between factor of telecommuting and job
satisfaction in the context of service sector, this study has used Employee satisfaction is
dependent variable and saving & the environment, decision making & productivity, Job
flexibility, working condition and family and personal matters are the independent
variables. These variables have been defined and discussed below:

Job Satisfaction
Kerschen et al. (2006) state even though the term job satisfaction is commonly used
within scientific research, no consensus is reached about what it represents (Aziri 2011)
and how it should be defined. In this thesis, job satisfaction will be conceptualized by
synthesizing three definitions as provided in previous studies. Job satisfaction can be
described as an attitude or feeling towards a job, where positive and favorable attitudes
constitute job satisfaction, and negative and unfavorable attitudes constitute job
dissatisfaction. Workplace flexibility is a strategy of responding to changing
circumstances and expectations. Employees who approach their job with a flexible
mindset are typically more highly valued by employers. Similarly, employers who
cultivate a flexible work environment are attractive to employees.

Job satisfaction is defined as the extent to which an employee feels self-motivated,

content & satisfied with his/her job. Job satisfaction happens when an employee feels he
or she is having job stability, career growth and a comfortable work life balance. This
implies that the employee is having satisfaction at job as the work meets the expectations
of the individual.

12
Saving and the Environment
Telecommuting is the ability for an employee to complete work assignments from outside
the traditional workplace by using telecommunications tools such as email, phone, chat
and video apps. The pervasive growth of the Internet, along with advancements in unified
communications (UC), artificial intelligence and robotics has made it easier than ever for
many work-related tasks to be performed outside the normal workplace. Knowledge
workers are especially well-suited for working from home or other remote locations. Jobs
that require the physical operation of special equipment, including vehicles, are not well
suited for telecommuting. Some of these benefits include:

Employees have a more flexible work schedule since they can work at their own pace
without pressure. Employees may not have to deal with common workplace distractions.
With less transportation costs, workers can save more money. Additionally, less time
spent commuting gives more time to be productive. Can save an organization money,
considering real estate and other overhead expenses. Telecommuting can also have a
positive impact on finance for both employers and employees. The employee will not
have to spend money each week on transportation and other incidentals such as parking.
The employer is likely to see increased productivity, as well as reduced absenteeism,
turnover and real estate costs.

Decision Making and Productivity

Moving from the company office to the home office is a tremendous disruption,
especially for the most important leadership job — making decisions.

Luckily, we can learn from teams who’ve been operating this way for years. And if
there is any silver lining in today’s cloudy horizons, my research has found that these
practices can help us make better, faster decisions than before, in any work
environment.

What’s most distinctive about decision-making in successful remote teams? They write
more and talk less. This levels the playing field for people with different
communication styles in different places. It increases transparency and trust amongst
people who can’t build personal connections as easily face-to-face. It helps everyone
keep track without ever having to be in the same room at the same time. It is a more
13
 Productivity is the efficiency of production of goods or services expressed by some
measure. Measurements of productivity are often expressed as a ratio of an aggregate
output to a single input or an aggregate input used in a production process, i.e. output
per unit of input, typically over a specific period of time.
Working Condition
Working conditions refers to the working environment and aspects of an employee’s
terms and conditions of employment. This covers such matters as: the organization of
work and work activities; training, skills and employability; health, safety and well-being;
and working time and work-life balance.

Working conditions are at the core of paid work and employment relationships. Generally
speaking, working conditions cover a broad range of topics and issues, from working
time (hours of work, rest periods, and work schedules) to remuneration, as well as the
physical conditions and mental demands that exist in the workplace.

Family and Personal Matter

Telecommuting can help reduce absenteeism due to illness, childcare, eldercare, and the
need to be home to take care of personal business – all of which 7 can average several
days per year. Further, he stated that telecommuting can mitigate business disruption
during strikes, floods, bad weather, and other emergencies. By the turn of the century, an
estimated four out of five women of childbearing age will be in the workforce.
Telecommuting and new technologies could help those women to better adjust their work
schedules with motherhood.

1.7 Organization of the Study

The report will be divided into five chapters excluding preliminary sections and
Appendix. The preliminary section will include title page, approval page,
acknowledgement, table of contents, list of tables and figures, acronyms and abstract.

This study is divided into five chapters, each of which is arranged and detailed in detail.
The first chapter is the introduction, which contains basic information on the research
issue and the study's outline. It contains information on the study's history, the issue
statement,
14
and the study's goals. The study, the research questions, the study's importance, and
operational definitions assumptions.

Similarly, the second chapter will provide a literature review and theoretical framework
that includes definitions and conclusions from other scholars, journals, publications, and
comparable works. In addition, this chapter contains a theoretical overview, an
assessment of previous research, and conceptual frameworks around which the entire
work is built.

The third chapter discusses study design and methodology, which includes the intended
procedures employed during the research that have aided in the research's primary results
and conclusion. It contains information about the study strategy, sample description, data
instruments, data collecting technique and timeframe, data validity and reliability, and the
overall analysis plan.

Similarly, chapter four provides results and comments, which covers the study's primary
findings. It provides a summary of descriptive and inferential analysis, as well as
descriptions of the various statistical tests used and discussions of the results. Finally, the
last chapter offers a summary and conclusion that is broken into two sections: a summary
of findings and a conclusion.

15
 CHAPTER II
LITERATURE REVIEW AND THEORETICAL FRAMEWORK

The year 2020 brought an unprecedented outbreak, further characterized as a pandemic,

of COVID-19, requiring governments worldwide to take measures such as social
distancing and lockdown as ways to mitigate and reduce the spread of the virus among
individuals. The health crisis eventually led to an economic crisis. As a result of such
measures, and instead of completely shutting down their businesses, organizations,
schools, restaurants, and many other industries had to adapt to the new situation by
shifting their work to the virtual world through telecommuting. Telecommuting became
the “new normal” in a very short period of time, being mandatory not optional as before,
when almost the majority of businesses and employees were not prepared for
implementing such a practice. As employees are considered an asset for an organization,
it became important to study how they are experiencing this forced shift to
telecommuting, specifically, studying their job satisfaction levels when telecommuting
during the pandemic, since job satisfaction is considered a significant aspect of work
yielding several beneficial outcomes such as increased performance.

In this literature review, the existing literature on telecommuting, the emergence of

COVID-19, job satisfaction, and the impact of telecommuting during COVID-19 on job
satisfaction were reviewed. First, telecommuting history and definition, review of
telecommuting, as well as its drawback and benefits of employee and employer, were
presented. Then, a review about the emergence of COVID-19 and the way it changed the
business world and shifted work from in-office practices to telecommuting was covered.
Finally, research findings about the impact of telecommuting on job satisfaction, during
the period of COVID-19 emergence, were presented under two titles. The first title
covered the main factors influencing the relationship between telecommuting and job
satisfaction, and the second one discussed the impact of telecommuting on job
satisfaction, presenting literature and studies from pre- and during COVID-19.

16
2.1 Literature Review
Gordon and Kelly (1986) examined that the reduction would be in the areas of travel,
office clothing, food, day care children for children and the opportunity cost of saved
travel time. Besides saving gasoline costs and vehicle depreciation costs, costs of office
clothing can also save for employees working from home. A telecommuter does not have
to dress up formally expect when he/she has to go to office. Furthermore, expenditure
will be saved on food as eating at home will be much more economical than eating at a
restaurant or cafeteria. Finally, there will be savings from the high cost of daycare
facilities. Being home-based, a parent can simultaneously care for his/her children and do
his/her work.

Kinsman (1987) Stated that flexibility is an attractive feature of telecommuting.

Telecommuter has a core time in theory, but in practice he can do his office work
whenever he wants and a telecommuter can better arrange his life and probably has more
freedom for social interaction – meeting dentists ‘appointments having coffee with
friends and go shopping. Compared to traditional work, the telecommuting environment
was felt to be very much more relaxed in spite of given deadlines with less direct
management contact, a person has to be self-motivated and organize himself/herself more
than working normal hours in office setting. This could improve one’s time management
and general effectiveness. Many telecommuters in the United States have pointed out that
the home with no distraction is a most stimulating working environment.

Huws et al. (1990) stated that this feature appeals particularly to working mother as it
enables them to organize their dual role as working mother – bringing up a family and
meetings work deadlines at the same time. Telecommuting has made it possible for
people to make a fuller contribution to family life and to see more of their children.
Parents can alter work patterns to suits themselves in order to cope with commitments
like sick children or school holidays. And a survey of commuters in Europe found
consistently high satisfaction levels with all aspects of their working life. And the
telecommuter need not conform to the culture of company. He/she need not bother about
how to communication with people in the office. He/she need only fully concentrate on
carrying out his/ her duties.

17
Goodrich (1990) investigated the challenges, benefits and growth factors of
telecommuting. It was found that employees benefitted from reduced expenditure on

18
transport, improved productivity, scheduling flexibility, greater work control, fewer
interruptions and an overall improvement in work and home life enjoyment. Management
was found to use telecommuting to link, gather and analyze data from various sources
that enables improvements in forecasting and production models. Additionally,
organizational improvements were found to include improved communication and
productivity, access to a larger labour market, reduced office space needs, faster
information flow, tighter cost control and improvements in staff computer literacy.

Pendyala et al. (1991) conducted an in-depth analysis of three-day travel diaries

completed before and after telecommuting by 219 telecommuters, control group
members, and driving age household members in the State of California pilot project.
They report the following three conclusions, among others: First, telecommuters make
proportionately fewer linked trips. However, this is not a consequence of less-efficient
trip-making activity; it simply reflects that fewer trips are being made altogether (an
average of two on telecommuting days, one of which is a return-home trip). Second,
telecommuters tend to shift activities to destinations closer to home. Interestingly, after
telecommuting has begun, this "contraction of activity space" is observed on commuting
days (once the work destination is accounted for) as well as telecommuting days.

MacKenzie et al. (1992) conducted that telecommuting can reduce non-renewable

resource consumption. Even as low- and zero-emission cars become more common, fossil
fuels will power the vast majority of transportation for the foreseeable future. Large oil
corporations simply have too much invested in their infrastructure to allow a rapid switch
to solar powered electric transportation. By reducing trip distances and frequencies,
overall fuel use by telecommuters will be reduced. In addition, those telecommuters will
save themselves and society the related costs of operating motor vehicles7. Only 60% of
the $71 billion annual cost of operating the nation’s roads and highways is paid by user
fees; the remaining $29 billion is paid by society through property taxes, general funds,
and other indirect sources.

Cummings (1992) found that the telecommuters also face problems with today’s
management philosophy. They suffer from the ‘out of sight’, ‘out of minds’ syndrome.
Telecommuting tends to impede employees career growth because they lack the direct

19
day-

20
to-day interaction with their supervisors. Their counter parts in the office have a better
chance to be known and so they may be able to advance up the career ladder quicker.
Since the telecommuter has limited face-to-face contact with fellow employees, finding
evidence of the interpersonal skills necessary for managerial positions becomes difficult.
It is difficult to judge whether or not a telecommuter has what it takes to be a team player.
Some employers are willing to pay for the necessary equipment to effectively work from
homes but most of them ask telecommuters to buy their own supplies, or at least
contribute toward the cost.

Bernardino et al. (1993) investigated the process of telecommuting adoption and its
impact on employees. It was found that telecommuting positively influences the transport
system of a given region as it helps to reduce an employee’s total travel time. A decrease
in the number of trips made by employees and reduced peak-time road traffic was also
observed; employees positively perceived the absence of a commute. Additionally, the
work-life balance of employees was both positively and negatively affected by
telecommuting; employees were able to better plan their work to accommodate family
and personal needs but also worked longer hours.

Mannering and Mokhtarian (1995) found that access to laptop computers in the
workplace has a positive relationship with telecommuting, the fact that respondents
represented city employees and political appointees may restrict the importance of these
findings. It is important to note that widespread access to high-speed telecommunications
has improved tremendously in the past several years, and has increased the capacity for
personal computing as a factor in telecommuting. In gaining greater insight on the current
state of telecommuting and the impact of technology, future research should investigate
the role of cellular phones, access to internet, Personal Digital Assistants (PDAs), Global
Positioning System (GPS) devices and other telecommunications innovations that have
become more commonplace in recent years.

Fitzer (1997) suggested that job flexibility can offer many benefits to both employers and
employees, including improved job satisfaction, reduced absenteeism, greater
commitment, and reduced turnover (A guide to job flexibility, IT) Telecommuting can be

21
defined as a “work arrangement in which employees perform their regular work at a site
other than the ordinary workplace, supported by technological connections.

Fortier (1998) stated that telecommuting can help organization to reduce absenteeism
among employees due to illness, childcare, eldercare, and the need to be Holne to take
care of personal business - all of which can average several days per year. Further, he
stated that telecommuting could mitigate business disruption during strikes, floods, bad
weather, and other emergencies.

Schilling (1999a) stated telecommuting saved company's money. Employers initiated a

telecommuting program to save on leasing costs. Further, mobile telecommuters are able
to help the organization improve their level of customer service by reducing cost
associated with office space and daily travel to the corporate office. Therefore, employees
gave up costly office space and communicate with the company and their customers
remotely by telephone, computer or other technological tools. It is also discovered that
telecommuting can help alleviate the office space crunch and are a great alternative to
expensive new buildings.

Fairweather (1999) explained that telecommuting uses information and communication

technologies to bring work to the worker and that some, but not all, types of telework
should be considered telecommuting.

Kurland and Bailey (1999) interpreted telework as including home-based telecommuting,

satellite centers, neighborhood work centers, and mobile working. The commonality in
terms is the transition from "in-person supervision to remote managing, from face-to-face
communication to telecommunication-related communication, from on-site working to
off- site or multiple-site work, and, in the case of groups, from side-by-side collaboration
to virtual teamwork".

Pratt (2000) found that the number of persons working from home as a percentage of total
workers had reached 16%. According to the 2003 American Interactive Consumer Survey
(3), home based telework in the U.S. has jumped nearly 40% since 2001

Drucker and Khattak (2000) and Peter et al. (2004) found small children to have a
positive relationship with telecommuting. While presence of children influenced

22
telecommuting in

23
two-parent families, single parents were less likely to work from home, partly due to lack
of opportunity. Job type and characteristics of work environments and corporate attitudes
toward flexible working arrangements all have an impact on propensity to telecommute.

Drucker and Khattak (2000) found those living in rural locations, those with more
vehicles, and those with significant parking charges at work all exhibited greater
propensity to telecommute. Commute time was interestingly inversely related,
contradicting the common belief that those with long commute time would prefer to work
from home and avoid congestion. However, other studies based in California and the
Netherlands have found travel time to work to have a positive relationship with
telecommuting, indicating that levels of congestion in certain urban areas may have a
greater impact on decision-making.

Ilozor et al. (2001) examined the relationships between management communication

strategies and satisfaction of telecommuters. They discovered that several strategies have
significant influence over the job satisfaction of telecommuters. These included clear
communication of job responsibilities, goals and objectives, and deadlines.

Wells et al. (2001) conducted a surveys of employees at a public agency and a private
firm in the Twin Cities area of Minnesota. They have a sample of 520 employees at the
public agency and 276 at the private firm. Overall, 43% of the surveyed employees
engaged in telecommuting: 45% at the public agency and 38% at the private firm.
Workers at the public agency telecommuted, on average, nearly three days a week, and
workers at the private firm telecommuted, on average, 1.92 days a week. Mondays and
Fridays were the most common days on which workers telecommuted in the private firm,
but there was no dominant day for workers at the government agency. The authors
collected sociodemographic information and information on travel behavior from both
telecommuters and no telecommuters. They also conducted face-to-face interviews with a
small subset of employees, coworkers, and managers.

Cooper and Kurland (2002) investigated how telecommuting affects employee

development in public and private organizations. It was found that when compared to
public sector employees, private sector employees are at greater risk of slowed
development due to professional isolation; these risks can be reduced by implementation

24
of a telecommuting training plan.

25
Cooper and Kurland (2002) stated that this autonomy to adjust work tasks to meet
individual needs and desires is what drives the associated increases in job satisfaction.
Also suggests that telework may lead to decreased job dissatisfaction, stemming from the
physical separation. Dissatisfaction is said to result from teleworkers feeling separated
from others and from important office activities and employees are at least as effective, if
not more, in a home setting as in the office, improving organizational productivity and
employee morale when any kind of alternative work arrangement is arranged for people.

Pratt (2002) summarized that telecommuting statistics from questions added to several
national surveys, including the Federal Highway Administration’s Nationwide Personal
Transportation Survey (NPTS) and the Census Bureau’s American Housing Survey and
Current Population Survey. Pratt points out some of the same issues identified by Handy
and Mokhtarian. In particular, the amount of reported teleworking varies across studies
because the sample of workers is often different. The percentage of the workforce who
telecommute differs depending on whether the workforce surveyed includes self-
employed people, independent contractors, part-time workers, and workers with more
than one job. Samples that include self-employed workers, for example, or workers with
multiple jobs often show a higher percentage of telecommuters.

Madsen (2003) stated that teleworking eliminates a physical boundary between work and
home, it creates a new physical boundary between coworkers as they are no longer
working in the same location at the same time. Coworkers cannot engage in synchronous
communication without the use of a technological medium. Telework eliminates the
ability for coworkers to physically visit their colleague’s office space to chat informally,
network, engage in mentoring activities, or talk about work-related issues face-to-face.

Pratt (2003) highlighted these issues, as described above. However, Drucker and Khattak
believe that the surveyed individuals were teleworkers, since answers to a separate
question asking whether respondents “mainly” work from home overlapped almost not at
all with the answers to the question about the frequency of working at home. Bal and Teo
(2001) and Watad and Will (2003) mentioned the advantageous use of audio and video
conferencing tools for meetings within virtual teams.

26
Stanford (2003) examined the use of such technology in facilitating quick and easy
communication at reduced costs between virtual employees themselves and between
virtual employees and their managers. Integrated and intensive e-HR platforms also
enable virtual employees to resolve queries themselves without having to contact human
resources (HR) departments. Investment in technology, accordingly, is a prerequisite for
the successful operation of virtual organizations, often resulting in a definite increase in
certain hardware costs that reduce potential savings made on office space when first
embarking on virtual working arrangements.

Collantes and Mokhtarian (2003) analyzed data from 218 employees of the state of
California. The survey of these employees, completed in 1998, included retrospective
responses to questions about telecommuting frequency, commute distances, residential
relocations, and job relocations for a 10-year period, 1988–1998, on a quarter-by-quarter
basis. The point of the survey was to obtain some information on the relationships
between travel behavior, telecommuting, and residential location decisions. In this
paper, the authors do not econometrically model telecommuting choice or frequency or
location decisions. They do, however, look at patterns of telecommuting over time and
distances commuted and calculate total VMT and PMT for telecommuters and no
telecommuters.

De Graff and Rietveld (2003) analyzed that most common work place for telecommuters
is at home. Employees deliver work output to the firm by using information and
communication technologies. For instance, employees are able to access the server of the
office, personal files and emails as well as to participate in video conferences and thus
work almost as if they were in the office.

Popuri et al. (2003) estimated a joint model of telecommuting choice and telecommuting
intensity. The results show that women are less likely to telecommute if they have no
children. If there are children in the household, women have a higher probability to
telecommute intensively than men. Moreover, the study indicates that older employees
are more likely to telecommute frequently. Marital status plays an important role for
telecommuting as well. Employees who are married have a higher propensity to
telecommute and do it more frequently.

27
Perez et al. (2004) discussed the adoption of telecommuting in firms by using a
technology adoption model. Factors that are relevant for the adoption decision of
telecommuting in firms in a positive way are the intensity of information and
communication technologies used in the firm, the educational level of employees,
training, geographical decentralization, outsourcing and tenure of employees. Teamwork
of employees has a negative influence on adopting telecommuting while firm size and
gender of employees play no significant role for the adoption decision.

Peters et al. (2004) analyzed econometrically the opportunity, preference and practice of
telecommuting with a representative sample of the Dutch labour force. The study reveals
that telecommuters work more hours and have a greater commuting time than no
telecommuters. On average, employees who practice telecommuting are highly educated
compared to those who would only prefer to do so. Regarding organisational
characteristics of the firms, employees who work in firms with at least one subsidiary are
more likely to telecommute.

Rynes et al. (2004) found that while directly asking question to the employee how
important pay is to them are likely to overestimate pay’s true importance in actual
decisions, Some telecommuters say pay is not the primary motivating factor.

Choo et al. (2005) argued that more people choose to telecommute in opposition of fuel
taxes and congestion charges, and that not only will telecommuting reduce the number of
work related trips, but also non-work related trips for the commuter and their immediate
family members.

Crandall and Gao (2005) stated that a problem that many telecommuters report is
isolation from the work culture. They are separated from both the work environment and,
to some extent, their social environment. Some express concern that on-line relationships
will substitute for face-to-face contact, thus dismpting normal hierarchical and
interpersonal relationships. The impact of technology on individuals and organisations is
widespread, and has resulted in the capability to do many jobs from anywhere at any
time.

28
Nandhakumar and Baskerville (2006) found that new wireless communication and data
technologies are constantly improving, bringing faster data transfer speeds to the mobile
worker, resulting in minimal difference between network and mobile connectivity.

Gajendran and Harrison (2007) stated that telecommuting has a clear advantage showing
small yet favorable effects on autonomy, job satisfaction, performance, stress, turnover
intent, and work– family conflict. Blaug et al. (2007) examined that it includes lighting,
facilities, and temperature as well as supplied equipment and tools that impact an
employee’s working environment. (Gajendran & Harrison 2007) Telecommuting
positively affects work-family conflict but negatively affects relationships with co-
workers.

Rhee (2008) suggested that whether or not people telecommute, and to what extent this
impacts commute lengths is dependent on the residential location (distance to CBD),
together with the degree to which employment is centralized, the substitutability of home-
work and on-site work, and congestion levels. In a setting such as the Netherlands, with a
polycentric structure of proximate cities, telework may not only serve as a means to
sustain a long commute to the nearby city for suburban or rural residents, but it may
equally allow inhabitants of one city to sustain a longer commute to another city. Real
time sharing of data and presentations are now possible with all participants present
(Curseu et al.2008).

Aguilera (2008) investigated the need for business travel and found that telecommuting
acts as both a compliment and substitute; only the most complex tasks and examples of
teamwork truly require face-to-face interactions. Keeping all other variables constant,
technological improvements are expected to reduce the need for business travel; in the
real world, technology additionally enables businesses to expand their scope of
operations which in turn creates a need for business travel.

Raiborn and Butler (2009) considered the costs and benefits of telecommuting for
employees and employers. It was found that employees enjoyed savings on transport and
work clothing, a better work-life balance and higher job satisfaction rates; social
isolation, distractions, technical difficulties and working longer hours were found to be
the drawbacks. Employers benefitted from improved productivity, lower costs, greater

29
workforce stability and improved employee recruitment while the drawbacks included a

30
loss of control, data security concerns and equipment-related purchase, maintenance and
update costs.

Valerie et al. (2010) explored in paper ‘Comparing Telework Locations and Traditional
Work Arrangements: Differences in Work-Life Balance Support, Job Satisfaction, And
Inclusion’ studied, examined and report on Employees work-life balance (WLB) job
satisfaction and its function by considering work location. He was used Multiple
regression analyses for identifying differences in WLB support, job satisfaction by work
locations. According to his research he found that main office and home based workers
had similar high levels of Work Life Balance support and job satisfaction. He also told
that main office workers had higher levels of Work Life Balance support than satellite
and client-based workers. Job satisfaction effects on Work Place.

Kathryn and Michael (2010) stated in article ‘Why Teleworkers are More Satisfied with
Their Jobs than are Office-Based Workers: When Less Contact is Beneficial, Journal of
Applied Communication Research’ According to his study, author was examined the
extent to which telework affection of job satisfaction through the employees experiences
of work
- life conflict, stress which was occur by meetings and interruptions, perceived
organizational politics, and information exchange. He told that work- life conflicts had
desirable benefits. Employees’ job satisfaction decreases when their work and personal
responsibilities was interfered with each other. Telework was affordable more boundary
control and power to diminish interruptions and distractions. It can be relieving stress and
be positively related to job satisfaction.

Nicholas (2010) stated in article ‘Job satisfaction, morale, and cultural diversity: Factors
influencing worker perspectives, expectations, and management strategies’, He was
concerned the impact of the physical environment morale, the stress and morale, the
relationship with management on job satisfaction. According author the relationship of
the workers to management, lower to upper level management had effect upon the job
satisfaction. He was told that social climate of the environment of the organization had
impacted the retention rates, its morale and job satisfaction of the employees.

31
O’Callaghan (2010) surveyed 24,000 employees in 75 different countries. Those who
telecommuted had better work-life balance compared to those working in a centralized
physical office. IBM also found that workers who telecommuted had more flexibility,
were more productive, and could put in more hours and still maintain work-life balance.

Johnson (2010) concluded that of those surveyed at IBM, the majority of employees
consistently encountered conflicts trying to juggle work and home life. Also stated within
the IBM study employees working for a centralize office experienced tension between
work and life balance after working an average of 38 hours per week. Employees who
telecommuted could work an average of 57 hours before experiencing tension between
work and life balance.

Tshepisho (2011) investigated in research paper ‘Job satisfaction in virtual and face-to-
face teams for multiple generations in the workplace’ Author she was investigated
associations between levels of job satisfaction in virtual and face-to-face to teams for
multiple generations. According to his study, there was no relationship found how
multiple generations feel about job satisfaction. There was enough evidence to suggest
that there was a significant difference in Job satisfaction levels for multiple generations in
different work teams. The level of utilization of technology does not influence job
satisfaction level differently for multiple generations.

Brie Weiler Reynolds and Senior Career Specialist (2011) mentioned that
“Telecommuting or Teleworking – What’s the Difference?” told that tele’ means
“distance”; Teleworking can be referred to working from a distance. Telecommuting can
be referred specifically to the removal of a daily travel; she was also told that
Telecommuters was always teleworkers, but teleworkers are not necessarily
telecommuters.

Whitney (2011) stated that some IT employees said they would take a cut in salary if they
could work from home, Of the employees surveyed, 35% stated that they would take a
10% cut in pay to work from home because of the high gas prices (Whitney, 2011).

Bradley (2011) found from informal online poll, 92% of respondents said they would
accept a dream job that required them to work from home Also, researchers at Dice
reported
32
that more than a third of IT workers were willing to take up to a 10% pay cut to
telecommute. Despite the research showing employees will accept a lower salary to work
from home, some workers support equal pay for telecommuters. Reported that some
workers believe telecommuters deserve pay increases: It is true that the employer has
significant incentive to promote telecommuting. Telecommuting simultaneously boosts
productivity and significantly cuts costs. If you add up the money saved in office space,
power, climate control, networking, janitorial services, and in many cases even the
technology used if workers rely on their own home PC and/or smartphones, the company
can save a ton of money by letting users stay home. Based on that, I can see why it might
seem like you should get a raise instead of a cut.

(Paul 2011; Poulose & Sudarsan 2014; Sathyanarayana & Indla 2010) stated that Lack of
work-life balance will lead to stress and employee burnout, which will have an impact on
productivity and performance and lead to job dissatisfaction and worse health. Also,
employees that have no work-life balance have increased absenteeism as well as
intentions of leaving their employer.

Noonan and Glass (2012) mentioned that Telecommuting as a working condition or

alternative working environment enables employees to balance their work and personal
lives. Noonan and Glass (2012) found that telecommuting leads to longer working hours.

Sardeshmukh et al. (2012) explored that the elimination of the physical boundary
between work and home may prompt teleworkers to work more hours each week,
especially during the time that is saved by not commuting.

Fisher (2012) examined that some employees are willing to accept a lower salary or wage
for the advantages of working from a home office, about 80% of American people who
telecommuted said they did so to spend more time with their families, and about 77%
stated avoiding the stressful daily commute was important. Of the group surveyed, 82%
claimed they had fewer interruptions from colleagues. Of those surveyed, 31% noted
their average pay had dropped.

Farah et al. (2012) mentioned in the article ‘Analysis of Literature Review on Factors
Influencing the Adoption of Telecommuting’ told that there was increasing private
vehicle
33
use in the International Islamic University Malaysia (IIUM). There were traffic issues so
employees to be considered for telecommuting which was an alternative work option.
Most staff was adopted for telecommuting staffs. It was useful for reducing the peak hour
traffic in IIUM. Researcher was investigating the perception of IIUM employees on
various aspects of telecommuting and shown some factors influencing employees’
preferences towards telecommuting. Researcher was reviewed some of the Factors which
was Influencing for the Choice of Adopting in Telecommuting Mode. According to them
factors like Personal and Household, Work-related, Travel-related are significant impact
on telecommuting adoption.

Russell and Steven (2013) mentioned in the article ‘The Dark Side of Working in a
Virtual World: An Investigation of the Relationship between Workplace Isolation and
Engagement among Teleworkers’ author told that there was a dark side for those working
in virtual world. There were various issues of workplace isolation. There can be requiring
employee engagement in the organization. It can be seen as major and critical problems
that employers will have to deal with. Author was investigated the relationship
between workplace isolation and engagement among teleworkers. Researcher finally told
that 90 million employees were engaged in this field of work in the future. it was
important for managers to understand the downsides of utilizing this form of worker
environment. Managers were needed to consider methods of daily contact with these
employees. There must be relationship between workplace isolation and engagement
among teleworkers is important. They found that critical issues between work-place
isolation and employee engagement among those who were work in a virtual
environment.

Mustafa and Gold (2013) found that whereas many male self-employed teleworkers
chose to structure their temporal boundaries to be consistent with the traditional schedule
of office-based work, female self-employed teleworkers tended to structure their temporal
boundaries around the needs of their children and home also identify that the proliferation
of communication and information technology is slowly diminishing the proportion of
employees who work from a central company location. Remote working is on the rise,
especially in the developing world, enabling corporations to access a larger group of
available labor. This is one of the reasons why large corporations choose to externalize
34
part

35
of their business to a third party supplier, generating cost savings and allowing more
focus on the core processes and competencies of the company.

Saunoi-Sandgren and Lari (2013) found that employees and managers are aware of and
agree on the importance of flexible working policies. 90% of employees preferred a work
setting in which they work both from home and the office. Managers and employees both
strongly agreed that workplace flexibility enhances employee effectiveness through
improvements in work quality and quantity. Employees enjoyed the lack of a commute
and additionally felt more trusted by their employers in a flexible working environment.
Employees benefitted from the freedom to schedule their own lives leading to lower
levels of work-related stress, a better work life balance and more time to take care of their
personal health and other responsibilities. Managers and employees together reported
lower levels of absenteeism as they could work from home while sick or make up the lost
time later on. A key disadvantage observed among employees was found to be a loss of
connection with peers; shared team responsibilities were difficult to share and keep track
of.

Buckeye et al. (2013) stated that the Federal Highway Administration in Minneapolis
implemented a flexible work environment and discovered were more satisfied and
experienced less stress, whereas management experienced reduced absenteeism and
increased productivity. Improving working conditions by offering work from home
arrangements for employees can lead to increased employee retention, job satisfaction,
and improved work and life balance (Olorunfemi 2013). In a Momcorps survey of 1,071
Americans, 42% stated they would take a cut in pay if they could work from home
(Tahminciouglu 2013).

(Glass 2014; Gurney 2010) defined balance as dividing time between the different
aspects of a person’s life such as personal, family, friends, and work. Achieving balance
between work and personal life is essential for overall health.

Caulfield and Ahern (2014) stated that a lack of an improved public transport
infrastructure to compete with an increasing and expanding commuter population has led
to some people having no alternative but to either buy a car(s) to travel to work or to
telecommute.

36
Das et al. (2014) found among telecommuters in India revealed a relationship between
telecommuting and employee job satisfaction. Also, it indicated that telecommuting
increase employee work-life balance. Remote working has a beneficial effect on
employee job satisfaction as well as performance.

Hogan and Rutherford (2014) stated that employers can confirm an appropriate and safe
working environment by creating a telecommuting policy where employers frequently
visit the employee’s remote working location. Salary, wages, and benefits are important
hygiene factors in the workplace and motivate employees whether the workplace is a
centralized office location or a home office (Schlechter et al.2014).

Peters et al. (2014) found that employees who spent at least one day working from home
had a higher chance of improving their intrinsic motivation and work enjoyment. The
paper attributes this relationship to the increase in time for reflection and recovery
associated with telecommuting. The paper adds that building trusting relationships with
employees plays a causal role in the success of telecommuting rather than being the result
of it.

Allen et al. (2015) referred as telework, virtual work, remote work, distance work,
distributed work, and flexible work, is defined as a “work practice that involves members
of an organization substituting a portion of their typical work hours (ranging from a few
hours per week to nearly full-time) to work away from a central workplace—typically
principally from home—using technology to interact with others as needed to conduct
work tasks”.

(Dutcher 2012; Bloom et al. 2015) investigated the influence of working from home on
employees’ productivity with data from laboratory or field experiments in order to
estimate causal effects. Both studies find a significant positive effect of working from
home on employees’ productivity. Though, experimental results apply to a small
subgroup of individuals and are not fully transferable to the whole population of
employees.

Awan and Tahir (2015) mentioned that working conditions refer to the working
environment where employees work together to achieve a common organizational goal
utilizing common policies and procedures put in place by the organization such as
37
supplying a physical workspace or other tools for employees to complete work-related
tasks.

Bloom et al. (2015) investigated the effects of working from home on productivity,
profitability and work-life balance. A 13% increase in output was observed; this increase
consisted of a 4% increase due to higher output per minute and a 9% increase due to a
higher number of minutes worked per shift. Additionally, it was also found that
telecommuting lead to lower rates of absenteeism, improved productivity and fewer work
time breaks among employees. Employees who worked from home were also found to be
in significantly better psychological condition and reported improved overall job
satisfaction with 50% lower job attrition rates. Additionally, management was able to
gather data on employee behaviour and performance which allowed them to generate
reports about problems and accordingly find effective solutions; rewarding exceptional
performance also became easier.

Lipman (2015) examined that the challenging aspects of this concept, mainly from a
managerial perspective. In his opinion, given that management, at its core, involves
accomplishing work through other people, the relationship between the manager and the
employee is of central importance. If both the manager and the direct report are
collocated, the communication is much easier, they can meet one another often, in
meetings and around the office or job site. At the other side of the spectrum, remote work
presents shortcomings in the relationship of the manager with the employee, such as the
lack of personal contact, the waiting for response, particularly if they are working on
different time zones.

Kelley (2015) explored in the thesis ‘Flexible Work Schedules, Virtual Work Programs,
and Employee Productivity, According to him there was increasing change, computation,
business leaders need to increased alternative work programs that means of change work
type to virtual environment. According to this changes need he was focused and studied
spillover theory, motivator-hygiene theory etc. He was studied the strategies that business
leaders or say owner or stockholder use for flexible work schedules and virtual work
programs He was concluded that Work–life balance and work–life satisfaction may have
an effect on productivity in the workplace. Business leaders was used various techniques

38
for developing, implementing, and maintaining flexible work schedules and virtual work

39
programs. Some of them strategies was considered for employee productivity, working
hours, communication, virtual office setups, job satisfaction, and quality of life.
Organization were considered for achievements of employees by using set or increased
the standard set of virtual working hours, Flexible/Alternative Work Schedule Policy,
virtual communication, Special Telecommuting Policy and quality of life is important for
virtual employees.

Allied Telecom (2015) stated in article ‘8 Reasons Why Virtual Workforces Work’ they
given eight reason benefit in business when the virtual workforces work involved these
was as, Employees feel happy in virtual work, they were less absent in job, employees
was work harder, attracted better candidates, work Flexibility helps keep better
employees, benefited for traditional workforces, manage easy. According to them virtual
workforces help businesses in the modern world. Many employees happy and appreciate
of such flexibility of working from home and better choice to candidate/ employees.

Allen et al. (2015) stated that individuals who telecommute substitute the time usually
spent in-office with time working away-rather than working additional hours away,
ranging from working a few hours per week to full-time telecommuting. They are part of
an organization, who mainly work from home, occasionally elsewhere, using information
and communication technology.

Yaghi (2015) indicated that there is a strong relationship between workplace flexibility
and job satisfaction. Also, the study showed that empowerment plays a vital role in
mediating the relationship between workplace flexibility and job satisfaction.

Regina (2016) explored in dissertations ‘Factors that Affect Job Satisfaction and Work
Outcomes of Virtual Workers’, Author was exploring the lived experiences of virtual
workers. His purpose was explore the lived experiences of virtual workers so that he was
a qualitative phenomenological approach for research, He was addressed a real world
problem within the virtual workplace. They concluded that the most valuable asset of
organization and society: individual worker. Work, place of work, Life Balance,
Training, Technical Support, Communication and Flexibility are effect on satisfaction of
Job.

40
Ratna and Kaur (2016) stated in article ‘The impact of Information Technology on Job
Related Factors like Health and Safety, Job Satisfaction, Performance, Productivity and
Work Life Balance’, Journal of Business & Financial Affairs’ researcher told that in 21st
century there was increased Information Technology use so that digital computing,
combined with the use of telecommunications technology. Work was done at virtual
network.

LaShawn Johnson (2016) investigated in the research of ‘Predictors of Job Satisfaction

Among Telecommuters’ He told that there was millions of people work in alternative
locations outside of corporate offices In the United States. They told that such type of
work has many different names: telecommuting, mobile office, teleworking, working
from/at home or other, alternate work location, and flexible work arrangements. It
indicates that an employee works from a location other than the employer’s business
office. According to him there is relationship between level of telecommuting, gender,
age, and employee job satisfaction that means age, gender, and level of telecommuting
can predict job satisfaction.

Jindan Zhang (2016) analyzed in the article ’The Dark Side of Virtual Office and Job
Satisfaction’ He told that virtual offices developed for organizational performance. Many
companies or organization was facing various experience the challenges, problems and
policy. Author was studied the changes in employees work life towards job satisfaction.
He was explained in two parts; first was describing the changes in virtual office from four
perspectives such as Communication, social relations, achievement recognition and work-
life balance; and second was capturing the impact of work life which represented by job
satisfaction. Author concluded that change of communication with co-workers, social
relations of achievement recognition and work-life balance virtual offices; it can be
significantly predict job satisfaction of employees.

Tredup (2016) considered that telecommuting can help employees gain a better work-life
balance, it increases productivity and improves the engagement at work. Also, it offers
more independence to the worker to plan activities according to personal schedule and
reduces the need for sick leaves. Benefits are also on the side of the employer, more and
more companies encouraging the virtues of going virtual, as they obtain this way easier

41
accessibility to the best talent regardless of location, it allows people to continue to work

42
despite bad weather conditions and emergencies. What is more, telecommuting supports
both the environment and local infrastructures through reduction in commuting.

Bucater (2016) found that teleworking e-leadership transposes personal leadership in

person to a virtual environment, but with a new type of leadership, where it is necessary
to strengthen the interdependence between leader and technology, as both are affected
and are transformed.

Maciel et al. (2017) stated that the practice of teleworking seeks, on the one hand, to
minimize the distance between the organization and its employees and, on the other hand,
to bring the organization and customers closer together using telematics and the internet
as the main tools. This means the basis of teleworking is having access to technology that
can enable more freedom in where a person works.

Kwon and Jeon (2017) examined in California (USA), say that a way to reduce pollution
in their cities will be to allow local governments to do telework. A disadvantage pointed
out by these authors is the fact that it reduces the contact between the employees and the
citizens, which can be harmful, because one way of showing commitment between the
governments and the citizens is through personal contact. For these authors, despite
everything, in the management of cities in California, there is a notable and pioneering
incorporation in the increase of teleworking, and they present a strong leadership over
cities in other States.

Mr. M. D. Mohite (2017) found with reference blogs, presentation, social comments told
that job satisfaction factors depends or effects on micro and macro environments.
Employee satisfaction feeling is in his or her happiness. There are various factors which
may be temporary based or permanent based. If we daily implement various policy in
favor of employee and employer will turns both side profit. According to Dr. Kulkarni
(2016) in IT management lecture told that Virtual Workplace development is modern
technology. Employees whose doesn’t want travel, want work from home or remote
location then it is right place for work of such employee. Virtual Workplace will change
life working experience.

43
Clarke and Holdsworth (2017) found that that organizations are reluctant to implement
telecommuting due to associated negative perceptions such as reduced productivity.
Results however indicated that flexible working resulted in increased team and individual
employee effectiveness, more selfless behaviour and increased focus. Employees were
able to improve their own efficiency by optimally adapting their working environments to
their needs and also had fewer distractions at home. Individual efficiencies achieved by
flexible office workers eventually spilled over into team efforts and managers perceived
flexible workers as being more productive and organized. Flexible working was also
found to increase reciprocity, commitment and motivation among employees leading to
more willingness to work overtime and change work hours.

Pajevic and Shearmur (2017) assessed whether the effects of teleworking on commuting
have grown stronger or weaker over the years. We aim to answer the question whether
the increases in workplace mobility in recent years, due to inter alia advancements in
technology and increasing flexibility and temporality of contracts, have made working
from home a better substitute for working at the job location, and teleworkers more
footloose. As changes in the relationship between teleworking and commuting may
equally be influenced by for instance housing market dynamics, this is mainly an
exploratory exercise.

Tavares (2017) considered that the worker may have positive effects on health because it
reduces stress and improves the balance between work and family.

De Vos et al. (2018) found that workers that start teleworking increase their commute by
5%. Their model employs individual fixed effects, so the estimates are based on time
variation, and this method should deal with biases due to sorting.

Rocha and Amador (2018) examined that if, on the one hand, there are benefits for
companies, employees and society, on the other hand, and there are also risks involved in
individualizing work, namely, the risks of social, professional and political isolation to
the workers.

Smith et al. (2018) explored in paper ‘Channel Satisfaction, Personality, and Job
Satisfaction for Teleworking Employees’ He stated that personality factors, offer great

44
insight into workplace behaviors. It was understood that some teleworkers experience
greater levels of job satisfaction than others. He was used Big Five personality traits:
openness, conscientiousness, extraversion, agreeableness, and neuroticism and the
communication channel satisfaction of e-mail, instant messaging, phone, and video
communication for finding the job satisfaction of teleworkers. Author concluded that
there were a significant relationship was not present between neuroticism and job
satisfaction; and significant relation found in communication channel satisfaction: (e-
mail, video technologies, instant messaging, and phone communications and job
satisfaction). They had experienced greater levels of job satisfaction.

Brian Hill (2018) mentioned in the article ‘Factor Affecting Job Satisfaction’ he was told
that with the reference of Society for Human Resource Management: 7 Strategies for
Keeping Employees Happy at Work; and Forbes: Promoting Employee Happiness
Benefits Everyone. According to author Employee’s overall satisfaction was by some of
factors like working condition, opportunity, work load, respect from other, relationship
and financial rewards.

Felippe (2018) noted that distance working is an alternative to some current problems,
with positive impacts, such as the reduction of urban chaos, pollution owing to reduced
travel, greater flexibility of hours for those who need it, and the employee can better
manage your working time.

Araújo et al. (2019) concluded that alternative as companies seek to optimize the work,
aim at improving the quality of life and reducing stress on the way home from work.

Leite et al. (2019) stated that the impacts of telework are related to three aspects:
telework, organization and society. Regarding the worker, the positive impacts are
observed in the absence of travel to the workplace, in greater family life and in improving
performance. Regarding the impacts on the organization, the benefits with regard to
improving recruitment, selection and retention of people and increasing productivity are
referred to as positive. For society, a reduction in the emission of pollutants and a
reduction in the use of printed paper is presented as a positive aspect because of
teleworking.

45
Gubins et al. (2019) investigated a slightly different angle, and estimate the effect of the
penetration of teleworking across ‘professions’ on average commuting times within these
professions. They use survey data from 1996 and 2010, and employ propensity score
matching to construct credible counterfactuals, essentially creating a synthetic panel.
While they do not find differences in average commuting times between treated
(teleworking) and untreated (non-teleworking) professions, their results show that
teleworkers increased their commutes 5-9 times more than non-teleworkers (12.07 vs
1.32 or 2.3 km).

Greg, Kratz (2016; 2019) mentioned that a greater flexibility is achieved through
telecommuting, this gives a teleworker a great freedom over the working hours and work
location. In addition to that, flexibility enables the employee to create the perfect balance
between work and personal obligations. Through flexibility can be achieved: a
tremendous improvement of work morale and physical stress through the reduction of
stress, diminishing “negative plethora” which is a procedure whereby attitudes in addition
to behaviours carry over from one role to another. Studies have even shown that workers
in healthcare institutions employed by supervisors with low family ties and creativity
were highly subjective to CVD (Cardiovascular diseases) threats based on both biological
marker evaluations and reports of doctor prognoses.

Swisher (2019) revealed that the extent of telecommuting is not a significant predictor of
job satisfaction. However, supervisor support and organisational support significantly
impact job satisfaction among telecommuters.

Dragomir (2019) found that the flexibility Teleworking offers, companies end up gaining
a lot by saving on expenses such as: ➢ Energy: electricity, light, water: “less lighting,
few electrical devices such as printers, scanners and laptops, lower cooling and heating,
smaller offices.” ➢ Real estate: office facilities :“smaller offices(office spaces does cost
money)”; other related utilities costs “ cost of equipment, property, parking facilities”;
and taking care of those assessment through cleaning, canteens security, as well as their
maintenance ceased to be subjects of concerns for companies.

Owl Labs (2019) conducted research to determine the state of telecommuting in the
United States and found that employees feel happier, more trusted, have a better worklife
46
balance

47
and are more likely to accept lower salaries to benefit from the flexibility of remote work.
Employees who have the option to work remotely are also more loyal to their employers
compared to on-site only workers. Additionally, telecommuting is found to lead to
improved productivity, focus and less stress; employees who work remotely most value
the lack of a commute. Remote work was also found to benefit employees with families,
disabilities and other related responsibilities; however longer working hours lead to
employees feeling overworked.

Araújo et al. (2019) concluded that, in the current and globalized world, organizations are
looking for viable alternatives to optimize work, so that companies can gain by saving
resources in quality, efficiency and effectiveness of services performed.

Beauregard et al.(2019) considered that flexible working practices have the following
characteristics: are mutual agreements between the employer and the employee ranging in
working hours and at the workplace, usually with the dual aim of improving the balance
between work life and personal life, meeting the organization’s needs.

Thulin et al. (2019) observed that teleworking among skilled workers is a voluntary
choice, whereas for the less qualified, the choice is already less voluntary and more in
line with the employer’s interests. Work at home is a more dominant practice in
analytical jobs, as they represent autonomous and highly qualified jobs, where, often,
workers perform their duties outside working hours, which may be the result of an
individual strategy chosen voluntarily.

Tom (2019) mentioned that the increase in productivity is partially due to our human
natural ability to be happier and healthier when we have some control over our work
lives. A study based on work from home statistics revealed that 82% of telecommuters
have a low level of stress and are happier than the non-telecommuters: the lesser the
stress, happier and more engaged hence more productive the employees are.

Rubin et al. (2020) found that 43% of employees working from home during Covid-19
perceive their own productivity as equal as or potentially higher than before and 61% of
the respondents reported lower job satisfaction. Face-to-face contact was revealed to be
an important element of productivity and work enjoyment. Positivity about working
from
48
home in the future was found to have increased by 45% during the pandemic while many
respondents suggested that the ideal working situation would be a combination of
working from home and commuting.

Brynjolfsson et al. (2020) found that the fraction of employees who were laid-off during
the Covid-19 crisis represented roles in organizations that could not be converted to a
remote work state and young people are more likely to adopt a remote work role; one
third of the US labour force converted to telecommuting. The report also expresses an
expectation that Covid-19 induced knowledge expansion on the topic of telecommuting
may induce long lasting changes and effects in the area of work organization.

Dingel and Neiman (2020) determined during the Covid-19 pandemic that 37% of jobs in
the US can be performed in a telecommuting setting; these jobs also fall in the higher
portion of the salary distribution. Additionally, the study finds that lower income
economies have fewer jobs compatible with the idea of working from home.

Kramer and Kramer (2020) investigated how Covid-19 will change the perceptions of
employees and employers about occupations and work. It was found that occupational
supply and demand could be affected by a shift in the perceived value and status
associated with certain occupations due to Covid-19. Additionally, the paper considers
Covid-19 as an opportunity for organizations to better understand the compatibility of
certain roles with a telecommuting setting and cautions that such a setting could lead to
increased segmentation and inequality in the labour market.

Belzunegui-Eraso and Erro-Garcés (2020) argued that past viruses such as SARS, H1N1
and Ebola should have resulted in the development of teleworking contingency plans for
similar future scenarios such as Covid-19. It is also found that no specific intentions exist
among companies yet to implement mass telecommuting into the future. Concrete
positive results from the Covid-19 telecommuting experiment could however lead to the
use of flexible work to improve employee work-life balance, cut infrastructure costs and
function as a planned alternative in future situations where mobility induced
contamination plays a role.

49
Lincoln et al. (2020) investigated the general influence of the Covid-19 pandemic on the
medical care industry and finds that medical physicists have numerous telecommuting
friendly responsibilities. The paper finds that medical physicists have with the help of
telecommuting supported research projects, evaluated educational material, prepared for
clinical procedures and conducted literature reviews. It additionally argues that telework
for medical physicists should be more broadly supported as they can contribute to their
profession and institutions while benefitting from fewer commutes, less office
distractions and improved efficiency.

Bartik et al. (2020) found that telecommuting adoption rates vary much between
industries and that better paid and educated employees are more likely to telecommute;
losses from remote working were lower in higher educated and paid industries. 40% of
companies making use of telecommuting expect it to be more commonly implemented
beyond the lifetime of the Covid-19 pandemic and at least 16% of American workers will
continue to work at least 2 days per week from home in the future. The paper additionally
anticipates major changes in workplace norms for employees, organizations and
policymakers. Such changes include decisions such as where employees live and
companies choose to locate; lower office capacity requirements will also influence the
real estate market.

PWC (2020) found that the majority of their employees were working completely
remotely during the pandemic while 21% occasionally also worked on-site. The majority
of respondents were adequately supported to work from home and had no communication
difficulties. 44% of employees reported productivity increases which consequently
eliminated telecommuting doubts among management. Employees additionally benefitted
from less commuting, less office distractions and interruptions, improved focus, more
family time and less stress due to more time for maintaining their health. Employees also
experienced a better work-life balance and a flexible schedule allowed them to work
when they were most focused and efficient. Managers were found to be slightly less
optimistic about remote work than employees. Employees however felt more pressured to
perform and worked more hours due to a blurred line between home and work life;
loneliness due to less human interaction and more distractions among those with children
were additionally cited as problems. 81% of employees would like to continue with a
50
flexible

51
working environment beyond Covid-19, but technological adaptations, more trust from
management and an organizational culture shift will be necessary to ensure future
success.

Slack (2020) found that employees who had been working from home for less than a
month were struggling with coordination, communication and collaboration; 86% of such
‘new remote workers’ switched to remote work because of Covid-19. 33% of new and
13% of experienced remote workers reported hampered productivity; 60% of experienced
telecommuters experienced productivity improvements. 45% of new and 25% of
experienced remote workers reported a reduced sense of belonging and a reduced
connection with colleagues; 47% of experienced telecommuters reported an increased
sense of belonging. 23% of new remote workers and 10% of experienced remote workers
reported reduced work satisfaction while 72% of experienced telecommuters experienced
improved work satisfaction. Additionally, the report emphasizes that telecommuting
success lies in trusting employees, setting concrete team goals and making individual
responsibilities clear. 71% of employees expect to continue working from home beyond
the pandemic – the report states that the Covid19 induced telecommuting adoptions may
turn into long term policy changes.

McCarthy et al. (2020) found that 51% of workers are now telecommuting because of
Covid-19 and 78% prefer to continue in this setting beyond the pandemic. 48% of
respondents found it relatively easy to telecommute while 37% indicated the opposite.
Employees were found to benefit the most from not having to deal with a commute and
the associated traffic, lower transport costs, less stress, and scheduling freedom which
allows them to spend more time on personal health and other responsibilities. Employees
found communication and collaboration in teams and with co-workers to be more
difficult; unsuitable home workspaces, overlap between work and home time, loneliness
and distractions were additionally cited as challenges. Additionally, the study found 37%
of respondents had no change in productivity, 30% experienced higher productivity and
25% experienced lower productivity. 83% of employees want to continue working from
home beyond the pandemic and 31% reported that there are no apparent challenges with
doing so. The report advises that emphasis be placed on stricter communication
guidelines and team goals and individual responsibilities be clearly outlined.
52
Boland et al. (2020) examined that Covid-19 is forcing companies to rethink the role that
offices play in creating productive, stimulating and enjoyable environments for
employees. The report found that 80% of employees enjoy telecommuting, 41% reported
being more productive, and 28% were equally as productive as before. Additionally,
employees were found to enjoy the lack of a commute and have more flexibility to
balance work and home lives. Companies also have access to larger pools of potential
employees due to fewer location constraints and benefit from lower real estate costs.

Gitlab (2020) found that company culture plays an important role in extracting the full
potential of remote work. Empowering employees and trusting them with responsibility
leads to better overall engagement and contributions. Remote workers enjoy not having to
commute and instead spend this time working, relaxing, exercising and tending to family
matters. 52% of employees found themselves to be more productive, and 48%
experienced improvements in efficiency; scheduling flexibility and being able to pursue
career ambitions while having a family were additionally cited as top benefits.
Additionally, the report identifies that telecommuting increases the number of possible
recruitment candidates by allowing people with disabilities and chronic illnesses to be
better represented and more active in the labour force. The report also finds that
86% of respondents believe telecommuting is here to stay; 84% report to be completely
competent in their respective roles.

Maddie (2020) stated that at your office being right next to you, in the comfort of your
home, this cuts off any lateness which might be due to traffic or broken car. Within the
same context, telecommute does not give room to absentees nor sick leave since you can
still get work done during certain stages of your illness, and unless under critical health
conditions, should you refrain yourself from working. As such during natural disasters
such as flood or on extremely snowy days, work goes on. A study found that 69% of
telecommuters lower their absenteeism. All these lead to the increase of productivity.

Greg, Digneo (2019; 2020) examined that based on scientific research and anecdotal
evidence, people who are allowed to work in a flexible working structure see boosts in
productivity. A perfect example was JD Edwards teleworkers who had 20-25 percent
more productivity as compare to their fellow colleagues working in the office. Adding

53
to that

54
American Express workers who performed their duties via their residence happened to be
43% more productive.

Villanova University (2020) analyzed that fewer interruptions from either supervisors or
coworkers, hence the teleworker has more time to focus on his/her tasks and get them
done much quicker than it would have been in the work office. As such the productivity
is 13 percent higher as compare to their colleagues working in the office as Stanford
study showed it. The University of Texas conducted a similar study which showed that
telecommuters engaged in their professional activities averagely 5-7 hours longer than
their in-office colleagues.

Raisiene et al. (2020) indicated that employees more satisfied with telework are young
and middle-aged employees. The older generation is dissatisfied with telework. Baby
boomers have lacked direct contact and feedback from their supervisor. They faced more
difficulties with maintaining trust-based relationships with co-workers. Hence, they have
faced a lack of team spirit and motivation. Molino et al. (2020) mentioned that there is
positive relationships between workload, techno-stressors, work-family conflict and
behavioral stress during pandemic situation. Bhattarai (2020) conducted during COVID
19 indicated that employees had to work more than in the office. Therefore, they tend to
be less satisfied. Further, people were happy to save the gas expense or transit fees,
leaning to a more satisfying side than the pressure of virtual meetings for hours and more
regularly every week.

Owllabs (2020) assessed that full-time telecommuters acknowledge their happiness

towards their job 22% more than non-remote workers. For companies (employers), this is
a synonym of higher retention rates. In other words, happier an employee is, less likely
he/she would want to quit his/her job.

Maddie (2020) stated that on a large scale you end up saving a considerable amount of
money over the year. However basic things such as a computer, a software, reliable
phone service, and a fast internet connection may cut slightly off your savings.
Nevertheless, you will still be the winner in this situation as a study revealed that
permanent teleworkers put aside well atop $4,000 yearly and gain the equivalent of 11
days per work per year. By telecommuting, not only do your expenses cut down

55
considerably, but you are also still

56
eligible to workers compensation coverage meaning should a work-related accident occur
to an employee, he/she is covered by the mandated insurance. Studies have even shown
that on average remote workers make more money than their counterparts who do not
engage into telecommuting at all, nevertheless they would accept less payment for a
telecommuting schedule swap. In consonance with one survey 34% of United States
workforce would be willing to accept a normal salary being cut up to 5% to work
remotely

Gaetano (2020) revealed that 45% of employees related to commuting as the worst part
of their mundane. Working from home cuts automatically all costs associated to all types
of means used to get to work and back home. No transportation cost, no dressing codes at
home, meaning no expenses on clothes, or dry cleaning or buying lunches and coffee out
of the office and any other working garments that are part of your daily routine are out of
the way. In addition to these benefits, there are no childcare expenses.

Contreras et al. (2020) explained that “Empirical studies have found favorable outcomes
of teleworking such as job performance, job satisfaction, lesser work-family imbalance,
reduced rates of stress, and lesser turnover intentions”. However, in order for these
benefits to be evident, employees need to have managerial, peer, and technological
support to reduce issues arising from social isolation, alleviate work-family conflict, and
minimize stress (Contreras et al. 2020; Fana et al. 2020)

Choudhury et al. (2021) investigated the productivity consequences of shifting from a

workfrom-home (WFH) program to a work-from-anywhere (WFA) program. It was
found that allowing employees total freedom to decide on every aspect of their working
environment lead to a 4.4% increase in firm output compared to a setting where
employees were restricted to only working from home when telecommuting.

2.2 Telecommuting in the Public & Private Sector

2.2.1 Public Sector

Kemp (1995) mentioned that in 1989, the county of Los Angeles, California, introduced a
telecommuting program because they believed that it would have positive results, and by
1992 there were 500 telecommuters in the program working an average of two days per
57
week. In 1993, the city of San Diego had 35 telecommuters, and the city of Santa Barbara
was initiating a program. In addition, the Los Angeles School District had 70 to 80
telecommuters, the Orange County Transportation Authority had 24 telecommuters, the
South Coast Air Quality Management District had 30 telecommuters, and the Los
Angeles Metropolitan Water District had 60 employees in a pilot program.

However, supervisors’ estimates of productivity increases tended to be more conservative

than the employee’s. Telecommuting was a successful concept with advantages for
employer, employee, and society. They found, similar to other programs studied,
increases in employee satisfaction and productivity.

2.2.2 Private Sector

Apgar (1998) stated companies such as AT&T, IBM, and American Express are engaged
in telecommuting. An IBM survey of employees revealed that 87 percent of
telecommuters believed their productivity and effectiveness had increased. Similar results
were obtained from AT&T and American Express.

Chadderdon (1998) found that Merrill Lynch employs about 400 telecommuters.
Management insists that telecommuters complete a rigorous training program to teach
employees the “how to” of telecommuting. In return, management has reported increased
productivity and decreased turnover among telecommuters.

Przybys (2000) stated that a local organization, Clark County Credit Union, is also
participating in telecommuting. Credit union management is pleased with the program,
and especially satisfied with the initial savings of $4 million, which was the impetus for
the transition to telecommuting.

2.3 Benefits, Drawbacks and Challenges of Telecommuting

Both organisations and their employees have several motivations for preferring the
practice of working from home. There are also drawbacks of the practice for both the
organisations and the employees. These benefits and drawbacks are explained in the
sections below:

58
2.3.1 The motivations of the organisations preferring Telecommuting
Lupu (2017) mentioned the reduced expenses of organisations, such as “rent,
maintenance, computers, telephones, offices, utilities, equipment, etc”. Beňo (2018) also
mentioned the reduced costs of parking space for the employees’ cars. Another factor
organisations have as a motivation is increased workforce productivity. Both Lupu (2017)
and Ford and Butts (1991:20) mentioned productivity factor and suggest that the reason
behind it, is long periods of uninterrupted time for concentration on their tasks and “lack
of interruptions, increased concentration, increased motivation, employee satisfaction, a
better employee dedication, increased work energy by reducing time and disruptive
elements” (Lupu 2017). The third factor is related to the possibility to employ people who
may otherwise not be able to travel to the office, such as mothers, the handicapped,
employees who live far away from the office and do not want to be relocated (Ford &
Butts 1991). The fourth factor is concerned with reducing absenteeism. Lupu (2017)
claimed that these factors reduce absenteeism: “diseases, family events, adverse weather
conditions, nervous breakdown”. The fifth factor motivating the organisations for
preferring working from home practice is “reducing the spreading of contagious diseases
among employees, which causes interruptions in the working process and additional
expenses” (Lupu 2017). The sixth factor is related to reducing employee stress of the
employees. Lupu (2017) claimed that the stress may be manifested by reduced
concentration levels, work-related mistakes, insubordination, creating dissatisfaction
among the members of the team and developing diseases which are related to the
occupation, such as stroke and heart attack. Wienclaw (2019) added the factor of caring
for sick children or elders easily without having to take time off from work into the list of
factors reducing absenteeism.

2.3.2 Drawbacks of telecommuting for Organizations

Although working from home practice has become more common in many countries due
to the benefits mentioned above, organizations still have reluctance to adopt this form of
working because of the drawbacks.

Ford and Butts (1991) claimed that drawbacks of working from home practice are based
on perceived or actual loss of control of the organization. Organizations fear that
employees may give priority to personal errands over work or may “farm out the work
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to somebody

60
else” decreasing the control of the organization even further. This may lead to data
security problems, which Peters et al. (2004) claimed to the major drawback, ranking first
among many other drawbacks according to their study.

Peters et al. (2004) stated that productivity and work quality problems are ranked second
among the drawbacks of working from home for organisations according to their study.
Greer et al. (2014) mentioned distractions in the home environment of the employees,
which was reported as a drawback by supervisors. They also reported “lack of adequate
work-related resources including technological equipment and files stored at the main
worksite that are required to perform work-related tasks while teleworking” (Greer et al.
2014). Another reported drawback by supervisors was “managing and monitoring
teleworker performance” (Greer et al. 2014). One of the reasons creating this problem is
the “limited accessibility of employees” by the organization (Lupu 2017). Even when the
employees are accessed by their colleagues and supervisors, “lack of face-to-face
communication and the benefits associated with face-to-face communication” creates a
drawback for the employees (Greer et al. 2014). Efficient communication is especially
important for working from home practices as the team members are interdependent on
each other and it is a challenge for the supervisors to coordinate them, as each of them are
physically in different places (Greer et al. 2014). Peters et al. (2004) mentioned a survey
conducted with 66 managers who were against working from home as they think the
practice increases the burden of the managers with additional responsibilities and
decreases the interaction between employer and employee. Other drawbacks of working
from home for the organization are technical, such as “the maintenance and control of
computer equipment placed in employee homes” (Ford & Butts 1991).

The drawback for the company is not only concerned with the damage or abuse of the
office equipment, but also the insurance problem which arises as the office equipment is
off site (Ford & Butts 1991). Repairing and transporting of the broken office equipment,
determining the responsible party (either the organisation or the employee) for the repair
and how the broken equipment should be replaced can be listed as the other drawbacks
(Ford & Butts 1991).

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2.3.3 Benefits of Telecommuting for Employees
Some of the employees prefer working from home rather than working at an office and
there are various reasons for this preference, which are explained below:

One of the most influential reasons for preferring telecommuting is the flexible
scheduling options. Ford and Butts (1991) mentioned the possibility of the employees to
modify their working schedule daily or even hourly. Lupu (2017) stated that flexible
scheduling enables employees to have a certain autonomy in planning their daily lives,
including both employee and family activities according to their needs, such as taking
their children to school or go to the doctor. Wienclaw (2019) listed the benefits of flexible
scheduling option as follows: being free to sleep in and work late, starting and ending
early, working forty hours in four days instead of five or six days a week, scheduling
personal appointments (e.g. physician, dentist, hairdresser) during office work-hours and
completing the work later in the evening without using vacation days.

Another benefit of working from home for the employees is saving time in commuting to
the office, avoiding rush-hour traffic. Ford and Butts (1991) claim that eliminating the
stresses of driving in rush hour traffic may represent the most important advantage for
many employees. Wienclaw (2019) indicated that by not commuting, employees will
have more free-time to spend with their families.

There is also a financial benefit from many aspects for the employees telecommuting.

They can save money “by dispensing with the commute to the office” (Wienclaw 2019),
such as “savings in gasoline and vehicle wear” (Ford & Butts 1991), “costs for parking or
other transportation” (Wienclaw 2019). Employees can also save money by eliminating
costs of appropriate office clothing and lunches (Ford and Butts 1991:20). Another
financial benefit they have is decreased cost with “babysitting/kindergartens/nurses”
(Lupu 2017) and “not having to pay for afterschool programs” (Wienclaw 2019).

Telecommuting has benefits particularly for “new mothers or the physically handicapped
who find travel burdensome or are unable to leave the home but need or want to stay in
the workforce” (Ford & Butts 1991). Option of providing care to sick children or elders
while working is another benefit (Beňo 2018) (Wienclaw 2019). Moreover, working from
home
62
makes it possible for people living in isolated areas to be employed (Lupu 2017) it
reduces the chances of getting sick, fatigue and work-related stress (Lupu 2017).

2.3.4 Drawbacks of Telecommuting for Employees

There are also several drawbacks of working from home for employees. Ford and Butts
(1991) claimed that the saying “out of sight, out of mind” is valid for employees working
from home when it is time for promotions of the personnel. They claim that co-workers
remaining in the office have a higher chance to be known and get promoted quicker, as
the management does not know about the interpersonal communication skills and
relationships of the employee working from home. This situation affects his or her future
employment as well, as the present employer or the supervisors do not have a clear
picture about the employee working from home and therefore have doubts about making
recommendations.

Another important drawback for the employees is the hindrance of career advancement.
Lupu (2017) mentioned these drawbacks: “the technical problems that cannot be solved
remotely, the unequal salaries between employees working in the office and teleworkers;
employee isolation, limitation of normal interaction with the colleagues and difficulties in
organizing union activities”.

The final drawback of working from home for the employees is concerned with lacking
opportunity to have informal communication network with the colleagues. When the
employees do not have such interactions, they may feel alienated from the colleagues and
company goals and values (Ford & Butts 1991).

2.3.5 Challenges of Telecommuting

Despite the considerable benefits of telecommuting, its implementation arose new
problems that teleworkers have to cope with. Most of the authors presented professional
and social isolation as the most serious issue (Bailey & Kurland 2002; Wojack et al.
2016).

Additionally, family conflict, career stagnation, and increased workload have been
studied as telecommuting disadvantages (Blount 2015; Gajendran & Harrison 2007).

Similarly, according to Raišienė et al. (2020) showed that some of the challenges

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teleworkers face are the need for socialization, work-family conflicts due to lack of
boundaries, and difficulties in effectively communicating and cooperating with managers

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and colleagues. Furthermore, some common problems arise from digital environments
such as email and data overload, poor accountability and low trust and commitment in
teams, and inadequate technological skills (Contreras et al. 2020).

Working away from the workplace will definitely impose social isolation challenges on
telecommuters where Allen et al. (2015) addressed that 62% of 11383 workers across 24
countries found that telecommuting is socially isolating, and 50% of them feared that
telecommuting may adversely impact their chances of a promotion; and this may result in
poorer performance and higher intent to leave their organizations. Telecommuters also
stated that they missed the informal conversations in the organization that result in
learning and sharing knowledge as well as conversations while being around friends and
colleagues (Cooper & Kurland 2002).

Although telecommuting and flexibility have been adopted as a way to help working
families and improve work-family balance, it may also lead to work-family conflict. An
inter-role conflict may arise where work interferes with family and family interferes with
work, hindering individuals from meeting their role demands as a family member because
of work demands, and on the other side from meeting their roles as employees because of
home demands (Allen et al. 2015; Contreras et al.2020).

These challenges may lead to adverse impacts on job satisfaction where the lack of
satisfaction may cause lower performance among employees, and thus lower
organizational performance (Susilo 2020)

2.4 Telecommuting Jobs

All jobs falling under this category are location independent, thus can be done within the
comfort of one‘s desired places. Below are some of the telecommuting positions which
are offered by several industries all around the world:

• SALES AND MARKETING: Account Executive, Community Manager,

Marketing Associate, Social Media Manager, Sales Representative, Affiliate
Marketer, Telemarketing, Direct Salesperson, Brand Ambassador, Paid Search
Strategist, Marketing Designer, SEO Manager, Client Success Manager, Sales

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 Engineer, Account Manager, Growth Marketing Manager, Fulltime Marketing
Writer, Marketing Director. (Wwr 2020)

• CUSTOMER SERVICE: Customer Success Manager, Call Centre Agent,

Customer Support Advocate, Maintenance, Customer Success Manager, Customer
Support, Director Customer Success, Customer Success Lead, Customer Success
Manager, Client Success Manager, Customer Experience Specialist, Customer
Growth Specialist, Customer Service Representative. (remote.co 2020)

• INFORMATION TECHNOLOGY AND COMPUTING:

Programmer, IT Analyst, Incident Response Forensic Examiner, Software Designer

Engineer, Client Services, Engineering Architect, Program Manager, IT Support
Specialist, Consulting Engineering Manager, Data Engineer, Help Desk
Technician, Software/Hardware Assessment Manager, Senior Security
Researcher, Business Intelligence Analyst, Database Administrator, Cloud
Compliance Program Manager, Senior Incident Response Consultant. (Flex jobs
2020).

• EDUCATION, TRAINING AND COACHING: Training Specialist, Tutor,

Product Designer -UX, UI, Administrative Associate, Adjunct Professor, Program
Assistant, Organizational Effectiveness and Learning Senior Consultant, English-
as-a-secondlanguage, Learning Lab-Instructor, High School Special Education,
Speech Language Pathologist, Personal trainer, Research Operation Manager,
Curriculum writer. (Flex jobs 2020).

• HEALTH CARE: Clinical Content Creator, Director, Appeals and Grievances

Reporting, Healthcare Consultant, Coding Consultant Inpatient 3, Client Billing
Analyst, Medical Transcriptionist, Director of Therapy, Coding Auditor, Tele-
doctor, Nurse Practitioner, Clinical Instructor- Psychiatric Mental Health Nurse
Practitioner, Medical Coding Specialist, Military Treatment Facilities. (remote.co
2020).

• ADMINISTRATION: Virtual Appointment Setter, Assistant, Telecom Project

Coordinator, Account, Admin Clerical Assistant, Sales Support Assistant, Site

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 Manager, HR Assistant, Marketing Administrator, Account, Production Assistant,
Administrative Assistant. (Working Nomads 2020).

2.5 The Shift to Telecommuting during the Emergence of Covid-19

World Health Organization (WHO) was informed of idiopathic pneumonia cases in
Wuhan City, China, on 31 December 2019. On 7 January 2020, the cause of this disease
was identified by Chinese authorities as a novel coronavirus and was temporarily named
“2019- nCoV”. A novel coronavirus (COVID-19) is a new strain of a large family of
viruses called Coronaviruses (CoV) that cause diseases ranging from the common cold to
more severe ones. This new virus has not been identified in humans before, and was
subsequently named the “COVID-19 virus”. The number of cases outside China
increased rapidly leading the WHO Director-General to announce that the outbreak is
characterized as a pandemic on 11 March 2020. By then, in 114 countries, more than 118
000 cases and 4291 deaths had been recorded (WHO 2021). The virus has vastly spread
worldwide with consistent increases in the number of confirmed cases and deaths. In
order to control and minimize the spread of COVID-19 virus, governments worldwide
took certain measures to restrict the movement of populations (Richter 2020).

Governments have introduced social distancing, known as intentionally increasing the

physical space between people, and lockdown as main security measures to avoid and
reduce the spread of the virus and keep hospitals from the threat of being overwhelmed
with COVID-19 cases. As a result, workplaces, schools, social venues like restaurants,
public transportation, and tourist attractions had to close (Contreras et al. 2020; Richter
2020; Vyas & Butakhieo 2021). Consequently, COVID-19 was not only considered a
global health crisis, but also an international economic threat generating a wide range of
challenges for employers and employees (Kniffin et al. 2021).

Traditionally, the emergence of teleworking was different across countries, even within
the same sector, and across occupations within the same country. Teleworking has been
more common in higher-paid workers; for example, more than 75% of employees
working from home had an earning above $65,000 per year. It was also more common in
highly skilled and white-collar workers where over 40% of teleworkers were

67
executives, managers, or

68
professionals (Belzunegui-Eraso & Erro-Garcés 2020; Fana et al. 2020; Wang et al.
2020). However, telework was also shown to be technically feasible for many low and
mid-skilled clerical and administrative workers who recently started teleworking during
the COVID- 19 pandemic after previously having limited access to telework (Fana et
al.2020).

The unprecedented pandemic of COVID-19 virus forced millions of people worldwide to

shift from in-office work to remote and online work making remote work the new normal
in a short period of time. Prior to the pandemic, most workers had little or no experience
in remote working with only 2.9% of the U.S. workforce working remotely in 2017
(Wang et al.2020). However, during the pandemic, studies showed that the percentage of
the workforce working from home in the U.S. increased from 8.2% in February 2020 to
35.2% in May (Vyas & Butakhieo 2021).

The press extensively discussed the challenges of teleworking during the lockdown;
business consultants were giving advices on ways to collaborate and organize work,
human resources consultants were providing recommendations on maintaining the
productivity of employees, and psychologists were debating on managing work-life
balance and wellbeing while working from home (Raišienė et al. 2020). Telework during
the COVID-19 pandemic conveys both benefits and challenges. For instance, Baert et al.
(2020) expected that the economic crisis following the health crisis imposed negative
effects, such as declining economic growth, disintegrating supply chains and worsening
employment prospects. However, opportunities may also arise, such as enabling the
emergence of a greener economy and promoting a growth in online communication and
its supporting technologies, suggesting that COVID-19 could lead to a breakthrough in
telework.

In an extraordinary pandemic context, the scientific literature covering remote work may
be interrogated. A key difference is that remote work was previously often responsive
and optional, but COVID-19 forced many organizations and people to work remotely
through ways they were unfamiliar with, during a period of psychological tension, while
none is prepared for supporting such a practice, and sometimes it’s even unsuitable for
the jobs performed (Kniffin et al. 2021; Toscano& Zappalà 2020; Wang et al. 2020).

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Therefore, the benefits of telecommuting previously investigated might only, or
especially, be valid for those who are frequently and optionally engaging in
telecommuting, unlike those who are

70
forced to do so during the pandemic (Wang et al.2020). For example, studies previously
suggested that working from home can be beneficial for certain workers such as
improving job satisfaction, work-life balance and wellbeing; however, this may not be
fully applicable to the current conditions of telework. Since April 2020, many of the
workers who started teleworking did so for the first time, and on a full-time basis, facing
challenges in adapting to the newly practiced work mode, especially for workers in small
and medium-sized firms that lack the knowledge and financial resources to fund greater
investments in technologies supporting telecommuting (Fana et al.2020). Moreover, the
shift to distance learning after the closure of schools created a burden on most working
parents to support their children during their work hours and share the home office with
their partners when lacking a private work room, and some lacked adequate digital
devices or internet connection (Fana et al. 2020; Richter 2020).

2.6 Job Satisfaction

Job Satisfaction is the employee’s total positive feeling about the job and job
environment. The feeling could be measured either as cognitive (evaluative) or affective
(emotional) or behavioural components. There are countless numbers of research done in
this field, and the satisfaction measures vary in the extent to which they measure feelings
or cognitions about the job (Hulin and Judge2003). Job satisfaction also includes the
context of an individual’s experience of work, their quality of work-life, and the value
that a job has to offer to an employee. Sometimes, job satisfaction is defined based on its
relationships with other important factors, including general wellbeing, work stress,
control at work, homework interface, and working conditions (Tomaževič et al.2014).

The physical factors considered in this study include one’s situational requirement to
work extra hours due to the virtual nature of work, and as the result of the unavailability
of office space, and access to office equipment. People may have to work long hours due
to transition from the traditional office to the virtual office and that may require some
extra hours until an individual is used to with the new work settings. They may have to
work longer for educating themselves about the technology, process, and guidelines.
Further, they may have to wait for their counterpart to complete their part of the task if
there is direct task
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dependency. Working long hours due to workplace transition may result in the immediate
and cumulative impact on the job satisfaction of an individual. Theoretically, working
long hours is somehow related to lower productivity, health problems, and low employee
motivation resulting in less job satisfaction eventually.

At home, when an individual has limited access to a comfortable chair, designated work
area, heating, and air condition system would have an impact on job performance and job
satisfaction. A good number of studies can be found related to the work environment but
paying a little attention to the features of the physical work environment, yet the evidence
is accumulating that the physical work environment affects both job performance and also
job satisfaction (Vischer 2007). The third factor, which in this study will be to see if there
is any association between job satisfaction and availability of office equipment like
printers, phones, fax machines, scanners, and office supplies at home. Only a few
numbers of researches have been published in this area, however, the “Work
Environment Diagnosis Instrument” (WODI) indicated that job satisfaction may depend
upon being able to work concentrated, not being distracted, with the availability of user-
friendliness of the archives, efficient way of filing and proper placing of computers,
network, copier, fax, software and assistance of help desk (Maarleveld et al. 2009).

The financial factor is also considered as one of the major factors in job satisfaction
research and theories. In this study, there are three main financial factors discussed, the
first one is the cost side and others are the opportunity of cost-saving. The employees
working from home may have to use their resources for work, for example, increased data
usage, computer, phones, and other office supplies. On the other hand, working from
home can allow employees to save a huge amount of transit fare or/and gas expenses. The
third one is opportunity cost saving related to eating out. When people are working from
the home, they may tend to make their food, including breakfast, main meals, and even
coffee. That would save their outgoing money resulting in a possible positive association
with job satisfaction. The construct here is simply, if finance can be one of the
influencing factors in job satisfaction, anything that is directly or indirectly impacting
income or expenses, could also be the factor influencing job satisfaction. As most people
require a certain minimum income for living, but their minimum living vary, so it
seems the relationship
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between what they earn (or save) and job satisfaction is considerably more complex. For
some people, the payment they get from their job represents the amount of their efforts. It
means pay is an intrinsic component, although its net extrinsic effects are very common
(Rezaei et al. 2013).

The social and psychological factors and their impact on job satisfaction have been
analyzed by various social and psychological scientists throughout the times. One factor
cannot determine its impact on job satisfaction solely as it is an overall job feeling of an
individual. Therefore, the factors are analyzed separately or in a group. A pertinent
research was conducted by Jolodar; which was focused to see the impact of the social
factors, including personnel’s belief, salary and benefits, participation in organizational
decision- making, sense of job security, interaction with colleagues, and meeting the
basic needs of an individual. His study further found that there is a significant and
positive relationship between these factors and the effects on individual job satisfaction
(Jolodar 2012). Similar to Jolodar’s study, I have selected three factors as social and
psychological factors: (I) social need of socialization (ii) feeling of work-life balance and
(iii) a sense of leadership and/or teamwork. Working from home, these needs may or may
not be fulfilled, and that could have a certain level of influence on job satisfaction.
Furthermore, the research conducted by Mush and Ghazali revealed a strong correlation
between communication and job satisfaction (Musah & Ghazali 2018). The
communication in a broad sense cannot be only an organizational and formal, but also
could be an employee missing chit-chat during the coffee break, in other words, when
there is less chance of socialization that may result in a psychological impact on the job
satisfaction. Daily commuting is another challenging activity in modern lives but virtual
work could save the time of commuting and people may have some extra time for their
friends and family. Janssen had seen that there was a significant relationship between
commuting time and the job satisfaction factors based on some regressions (Janssen
2017). Similarly, virtual work may or may not provide the same level of leadership
opportunity resulting in some level of psychological impact on job satisfaction. On the
other hand, if employees are not engaged to foster teamwork, that perhaps results in
negative influence in the productivity and eventually on the job satisfaction. In general,
the engaged employees show higher performance, commitment, and loyalty against

73
disengaging (Psychometrics Canada Ltd 2011).

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2.7 Relation between Telecommuting and Job Satisfaction
The literature focused especially on pandemic and job satisfaction is rare, in this study,
only the relevant and contextual review is presented. Working from home sometimes
offers positive and other times negative outcomes for employees and employers; for
example, employees may find enhanced work-life balance, which is also a plus for
employers in terms of reduced turnover rate and a reduction in the need for office space
and associated cost. The negative outcome of working from home could be the tendency
of working long hours, overlap between paid and personal life resulting in work
intensification. An example could be, home-based teleworkers reporting better work-life
balance, while “high mobile” workers are more at risk of negative health and wellbeing
(Euro found and the International Labour Office 2017). Job satisfaction is a perceived
study, so the pandemic environment alone could not impact the overall feeling or is still a
complex subject of discussion when it comes to how this is influencing an individual’s
personal and professional life.

The stress of getting resources, familiarizing with the technology rarely or never used, a
sense of market uncertainties, getting used to with the paperless administration and
guidelines, fear of getting an infection, managing office space at home, and getting the
work-life balance is something naturally added responsibilities to employees. On the
other hand, working remotely is more likely to become a common pattern for some
organizations even after the pandemic because of investment in infrastructure, reduced
paid travel cost, worker’s flexibility habits, and for minimizing the office space or daily
utilities cost. Further, these costs can be effectively transferred to employees, but that
would impose an unfair burden on home workers (Pennington & Jim Stanford 2020).
Therefore, the study of job satisfaction during the pandemic times has become a more
relevant and newer avenue for the researcher and HR practitioner to explore. The other
side of the story is, there were already some sectors practicing virtual work strategy even
before the pandemic, so the job satisfaction between them and the new home-workers
could be another deep-diving subject for now or even later for any stakeholders involved
in the business.

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2.8 Telecommuting and Job Satisfaction during COVID-19
According to Gajendran and Harrison (2007) telecommuting intensity is defined as the
“extent or amount of scheduled time that employees spend doing tasks away from a
central work location”. It has been also referred to as virtual status, virtuality,
homecentered versus office-centered telework (Gajendran & Harrison 2007) frequency
(Allen et al. 2015)and as extent of telecommuting (Golden & Veiga 2005). Until
relatively recently, more research started to investigate the impact of individual
telecommuting intensity on work outcomes. High-intensity telecommuters are those who
spend almost all, or the majority, of their workdays away from a central workplace, while
low-intensity telecommuters are those who telecommute for only 1 or 2 days per week
spending the majority of their workdays in a central workplace (Gajendran & Harrison,
2007). The extent of individuals’ telecommuting frequency is likely to create major
differences in individual outcomes of telecommuting, where employees who telecommute
extensively are likely to have different experiences than those who do it infrequently,
which likely affects the outcomes of this practice; for example, high-intensity
telecommuting was positively associated with organizational commitment and negatively
associated with intent to leave the organization (Allen et al.2015)

(Golden 2006; Susilo 2020) compared to non-teleworkers, through allowing them to

choose the location, scheduling, and way of completing their jobs to a certain extent.
(Gajendran & Harrison 2007). In Allen et al. (2015) stated that autonomy “reflects the
extent to which a job allows the freedom, independence, and discretion to make decisions
and to choose the method by which job-related tasks should be completed”, and
specifically, perceived autonomy reflects employees’ own personal assessments of their
level of autonomy (Gajendran & Harrison 2007). Spatial and psychological distance from
direct supervision along with the increased flexibility in choosing the time and way of
performing the tasks, enhances employees’ perceived autonomy (Gajendran & Harrison
2007). This is turn increases employee satisfaction and enhanced well-being, and thus
increased productivity (Blount 2015; Diab-Bahman & Al-Enzi 2020).

(Allen et al. 2015; Bailey & Kurland 2002; Ng 2006)it removes the protective barrier
between work and home creating blurred boundaries (e.g. physical, time, mental,

76
emotional, behavioral, or relational boundaries) where demands from one domain can
permeate to the other, leading to conflict (Baruch & Nicholson 1997; Gajendran &
Harrison 2007; Olson-Buchanan & Boswell 2006). Greenhaus and Beutell (1985) defined
of work- family conflict as “a form of inter-role conflict in which the role pressures from
the work and family domains are mutually incompatible in some respect.” Specifically,
inter-role conflict may arise when work interfereswith family (WIF) and family interferes
with work (FIW) such that compliance with one role would make it more difficult to
comply with the other, (Allen et al. 2015; Greenhaus & Beutell 1985). The location
flexibility offered by telecommuting erases the physical separation between work and
home, allowing workers to more readily transition between work and family roles and to
meet their own needs and demands of work and family (Golden & Veiga 2005). The
schedule flexibility associated with teleworking permits workers to schedule their work
optimally and better conduct their work activities at times that suit them, thus reducing or
preventing work’s interruption on the family and vice versa (Gajendran & Harrison 2007;
Golden & Veiga 2005). In addition, Susilo (2020) reported the benefit of telework on
work-family conflict through the workers’ ability to be with their families while working,
which is mostly appreciated by busy workers who reside in the capital city. On the other
hand, physical and temporal flexibility may lead to distractions and inter-role conflict; the
availability and connectivity to information and communication technology tools enable
individuals to be in constant connection with work, creating the demand to work above
normal working hours and blurring the time-based boundaries between home and work
(Allen et al. 2015; Gajendran & Harrison 2007). Moreover, Allen et al. (2015) stated that
working from home may increase the amount of family responsibilities, thus increase the
chances for family interfering with work to occur.

Gajendran and Harrison (2007) found that among employees who had experience in
telecommuting for over a year, it was associated with a more beneficial relationship with
work-family conflict compared to those with an experience of less than a year, signifying
that superior experience enables individuals to better take advantage of telecommuting.
However, before the COVID-19 pandemic, most workers had little experience in
telework (Wang et al. 2020). The situation suddenly mandated workers worldwide to
shift to a full- time telecommuting practice, rather than the voluntary and part-time

77
practice prior the

78
pandemic, creating additional significant challenges; one of the most significant
challenges during the pandemic is the work-life conflict experienced by workers all over
the world (ILO, 2020). The shift to distance learning after the closure of schools created a
burden on most working parents to support their children during their work hours and
share the home office with their partners when lacking a private work room, and some
lacked adequate digital devices or internet connection (Fana et al. 2020; Richter 2020)
increasing work- family conflict. As discussed earlier, maintaining boundaries between
work and family has been a major challenge to telework, however, it is even more
difficult to maintain during COVID-19 situation. Working from home offers employees a
safe harbor from the virus, but the absence of separation between work and home creates
a burden too (Kniffin et al. 2021). According to International Labour Organization (2020)
a recent survey showed that 22 per cent of individuals living with young children under
12 years had difficulties in concentrating on their jobs all, or most of the time, with only 5
per cent of households having no children and 7 per cent having older children aged 12–
17 reported this issue. It was yet more stressful for single parents or parents whose
children suffer from a disability or learning difficulty.

Orhan et al. (2016) noted that “while increased face-to-face interactions promote
individuals’ sense of social belongingness, lack of social support is associated with
feelings of loneliness and perceptions of isolation”. Telecommuters experience isolation
professionally and socially. Professional isolation manifests itself when employees fear
that their promotion and organizational rewards opportunities are limited due to being
away from workplace and out-of-sight; besides, social isolation manifests itself when
employees lack access to social networks in the workplace such as friendship
relationships, stating that they miss the informal interactions and learning they had with
their colleagues and friends (Cooper & Kurland 2002; Orhan et al. 2016). Bailey and
Kurland (2002) argued that social and professional isolation adversely impacts employees
by becoming invisible at the workplace, missing out on office gossip, being forgotten in
the distribution of more formally constructed information, and receiving poor
evaluations. Over time, they become dissatisfied. Previous studies have shown that social
isolation have deleterious effects on health and performance (Toscano & Zappalà 2020)
as well as on intent to leave one’s

79
organization (Allen et al.2015) and on teleworkers organizational identification (Diab-
Bahman & Al-Enzi 2020).

2.9 Impact of Telecommuting on Job Satisfaction

Gajendran and Harrison (2007) found a positive correlation between telecommuting and
job satisfaction. Their finding was consistent with the argument that telecommuting
positively impacts job satisfaction, mainly because it enables individuals to better adjust
work tasks to meet personal needs and family-related responsibilities (Virick et al. 2010).
However, research suggests that different frequencies of telecommuting relate differently
to job satisfaction (Allen et al.2015). In addition to Golden & Veiga (2005), Virick et al.
(2010) proved a curvilinear relationship between the extent of telecommuting and job
satisfaction such that at lower levels of telecommuting, a positive relationship is reported,
however, at higher levels of telecommuting, satisfaction plateaus. This may be explained
by the ability of workers to earn the benefits of social interaction when spending more
time in office and thus satisfying individual and organizational needs (Virick et al.2010)
and the social and professional isolation at higher intensity of telecommuting that may
offset the gains in job satisfaction (Allen et al.2015).

Susilo (2020) found a significantly positive impact of working from home on job
satisfaction after analyzing 316 responses from workers in Indonesia during COVID-19
pandemic. Similarly, a study by Baert et al. (2020) on 2,673 teleworkers during the
pandemic showed that almost two thirds (65.7%) of participants experienced increased
levels of job satisfaction with telework. Additionally, 64.6% of the participants reported
that telework improves their work-life balance, with women reporting a smaller negative
impact of telework on potential work-family conflicts than men, explained by the ability
of women to better combine home and family responsibilities with job-related
responsibilities when teleworking.

Fana et al. (2020) found that workers who suffered the most in the shift to telecommuting
during COVID-19 were those whose social interactions are at the core of their
occupation. They all stressed a sense of frustration due to the lack of face-to-face
interactions with interviewed teachers feeling these negative emotions the most, and
experiencing decreased
80
levels of job satisfaction due to less interaction and poorer knowledge transfer. In the
same study, other workers, mostly high-skilled professionals, also stated decreased levels
of job satisfaction since they started teleworking.

2.10 Conceptual Framework

The framework for this present study was developed based on the review on
telecommuting, Teleworking, WFH, e–working, flexible workplace, and remote work.
The framework is thus drawn to guide the investigation of telecommuting during the
COVID- 19 pandemic in Nepal, in order to examine if this work arrangement will remain
as a transitory element responding to the exceptional circumstances, or whether it could
be a permanent arrangement.

Firstly, in the proposed framework, two factors—organizational and individual-family—

are linked to WFH. The authors aim to scrutinize how these factors influenced WFH.
Secondly, in order to explore the impacts of WFH on work and life domains, it is
connected to the respective outcomes on work and life domains that are embodied in
specific aspects. More descriptions of the elements in the framework as shown in Figure,
are described in the following section.

The chapter presents the empirical and theoretical literature on telecommuting on

employee productivity. The telecommuting constructs reviewed in this study were; global
statistics of telecommuting, benefits and drawbacks of telecommuting of both
organization and employee, current trend of telecommuting and exploring the impact of
telecommuting on work and life balance. The purpose of this study is to explore the
factors that contribute to the acceptance of the telecommuting concept in the service
industry.

81
Figure: 2.1 Conceptual framework showing the relationship between variable

Independent variable
Cost saving & the
environment
Decision Making &
Dependent variable
Productivity
Job Satisfaction
Working Condition
Family & Personal
Matter

Source: Asaari and Karia (2001)

2.11 Research Gap

The article examines information from a variety of studies conducted throughout the
world in order to determine the effects of telecommuting on work satisfaction in Nepal's
service sector. Almost all of the papers came to the same conclusion: job happiness and
telecommuting are inextricably linked.

In Nepal, there have been few studies on the issue of telecommuting, and there are few
papers on the impact of telecommuting on work satisfaction. The goal of this research is
to find out what people think about telecommuting and what factors influence work
satisfaction in Nepal's service industry.

The most satisfied teleworkers were younger in age, could combine telework with work
in the office, had experience in telework before the pandemic, and those who slightly rely
on social interactions. Conversely, workers who relied most on social interactions in their
work, and those who had little experience telecommuting before the pandemic yet
practicing it more extensively now, were less satisfied. As a conclusion, job satisfaction
with telecommuting depends on several factors to be studied to properly draw a
comprehensive result.

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 CHAPTER III
RESEARCH DESIGN AND METHODOLOGY

The research design and technique are discussed in this chapter. It explains how the study
was carried out and how the research challenge was handled step by step. The study was
carried out using regularly used statistical tools and a streamlined technique. As a result,
this chapter explains how the research was conducted. It includes information about data
sources, questionnaires, pilot studies, demographic and sampling, data collecting
instruments, validity and reliability tests, and data processing. It explains how the data
was gathered and the methods used to verify the data's reliability and validity. This
chapter also covers the variables, measurement, and data analysis techniques.

3.1 Research Design

To address fundamental concerns related to Telecommuting and Job Satisfaction, this
study uses a descriptive research design and a casual comparative research design. This
study utilizes descriptive research design for fact seeking and identifies enough
information about the telecommuting on job satisfaction. This research design is a
method of gathering information. It is a description of a phenomenon as it currently
exists. This type of design entails the methodical collecting and presentation of data in
order to provide a clear picture of a scenario.

Descriptive, correlational, and casual comparative study designs are examples of research
designs. This design was used to determine telecommuting and employee satisfaction, as
well as to comprehend the relationship between telecommuting and employee
satisfaction. A casual comparative research methodology was used to investigate the
impact of independent variables such as cost-cutting and environmental concerns,
decision-making and productivity, working conditions, and personal and family issues at
work. To investigate individual degrees of telecommuting and to describe the impact of
telecommuting on job satisfaction, descriptive research designs were utilized in this
study. This study employs quantitative methodologies. The quantitative method is

83
employed,

84
using well-structured questions. This will aid in the quantification of attitudes, views,
behaviors, and other identified variables through the creation of statistical data that may
be transformed into usable statistics.

3.2 Description of the Samples

The statistical process of picking a sample of a population of interest in order to make
observations and statistical conclusions about that population is known as sampling.

The study has focused on the analysis of the Impact of telecommuting on employee’s
satisfaction on service industry. The researcher has used convincing sampling method.
This research has selected the service industry as a population sector. There are several
service sector in Nepal functioning Nepal like Education sector, IT company, commercial
bank, Digital Market etc. The researcher has selected various department like
(Administration, Sales & Marketing, Customer Services, Information Technology &
Computing, Education & Training & Coaching) of the Nepal’s service sector as sample
for the analysis. This various department has selected for as a sampal because in this
COVID 19- Pandemic Most of the Employee and Employer has experience the working
from home and get the positive and negative aspect.

The research is based on primary data from the employee of Nepal's service industry. A
questionnaire was used to collect primary data from the 370 respondents. The opinions of
respondents who worked in the service sector were gathered. The respondents for the
study were selected via convenience sampling. Employees working in Nepal's service
sector are the study's target population. A set of questionnaires, as shown in the appendix,
was created and given to service sector employees. The information was gathered from
employees in the service industry. The 370 respondents were selected from all of the
research areas. For this study, convenience sampling was used since it focuses on specific
employee job satisfaction in the telecommuting environment, which is of interest and
important.

85
Table 3.1: List of Service Sector and Number of Observation

S.NO Name of the service sector Number of observation

1. Machappuchare Bank ltd 15
2. Kumari Bank ltd 20

3. Lumbini bikas bank Ltd 18

4. Mahalaxmi bikas bank ltd 12
5. Ncell Pvt Ltd 38

6. Smart Cell 26
7. Times International Colleges 24
8. Bagiswori Secondary School 20

9. Devdaha medical college 22

10. Mid- Valley international college 20

11. Manimukundha College 22

12. Habre IT Pvt Ltd 21
13. Pioneer solution Nepal Pvt Ltd 12
14. Braindigit It solution Pvt Ltd 21
15. eSewa fonpay Pvt Ltd 26
16. Esewa corporate office 23
17 Lumbini Arghakhanchi babul JV 16
18 Horizan Boarding school 14
Total 370

3.3 Instrumentations of Data Collection

Based on the findings from the literature, a structured questionnaire was created.
Employee work satisfaction was measured using four independent factors. The degree of
agreement of the working elements on an individual is determined using a 5-point Likert
scale.

The purpose of the study is to learn what respondents think about the link between
telecommuting and employee job satisfaction. The goal of gathering primary data was to
employ a primary source of data collection. The questionnaire consisted of a series of
written questions that the researcher used to gather and preserve information during the
86
investigation. People were humbly asked to rate their level of agreement and
disagreement on a five-point Likert scale ranging from 1 (strongly disagree) to 5
(strongly agree). The questionnaire used in the study is presented in the appendix.

A total of 400 questionnaires were delivered to 18 service organizations at different

service sector, which were chosen at conveniently. The overall number of observations
for the study is 370 out of 400, but only 370 of them responded entirely, and 30 did not
provide complete information, and did not know about working from home, therefore the
findings are based on the replies of 370 out of 400 respondents.

3.4 Data Collection Procedure and Time Frame

Primary source of data collecting approach is selected in order to gather a reliable data to
help meet the stated objectives of this study. Structured surveys are used to obtain
primary data. This method of data collecting was chosen because it is a quick and
efficient way to acquire statistically measurable data. It also makes it simple to contact
responders within a set time range. After the survey was completed, the printed sets given
to certain responders were collected. On the questionnaire page, the goal of the study was
clearly stated so that respondents could understand why this research was being
conducted. In addition, the questionnaire is separated into two sections. The first section
provides a demographic profile that is collected for statistical purposes in order to create
the profile of responders. The questions that were used to measure dependent and
independent variables are presented in the next section.

A survey is easy to explain and understand, with questionnaires being popular for their
easy and economic collection of data from a sizeable population. The selection of the
appropriate research strategy depends on the research’s questions and objectives, the
extent of existing knowledge, and the extent of time and resources availability and due to
time constraints and COVID-19 lockdown situation, the most suitable research strategy is
the survey; as we aim to collect data from several service sector employees using online
questionnaires created by Google forms and distributed through social media platforms
such as Facebook and WhatsApp, in a way that saves time and money, as well as
complies with regulations of social distancing during the pandemic, and further

87
quantitively analyze

88
it. The questionnaire will be sent to service sector’s employees online via social media
platforms to the candidate participants and they will be invited to answer it, where they
have the choice to participate or not.

In order to get trustworthy data to aid in the achievement of the study's stated objectives,
the primary source of data collecting technique is used. Structured surveys are used to
obtain primary data. This method of data collecting was chosen because it is a quick and
efficient way to acquire statistically measurable data. It also makes it simple to contact
responders within a set time range. After the survey was completed, the printed sets given
to certain responders were collected.

On the questionnaire page, the goal of the study was clearly stated so that respondents
could understand why this research was being conducted. In addition, the questionnaire is
separated into two sections. The first section provides a demographic profile that is
collected for statistical purposes in order to create the profile of responders. The questions
that were used to measure dependent and independent variables are presented in the next
section. The data was collected within the period of January of 2022.

3.5 Validity and Reliability

Whenever a test or other measuring device is used as part of the data collection process,
the validity and reliability of that test is important. Validity and reliability of measuring
instrument focus on the adequacy, scope, and truthfulness of research validity.

Validity refers to how well a measurement truly represents characteristics that exist in the
phenomenon being investigated. In order to guarantee external validity, measures were
taken to collect a sample that is as representative as possible. However, the sampling
frame of this study was limited to professionals who were willing to participate in the
study. Validity can also be increased by adopting questions already validated in previous
research.

This pilot test was used to understand how respondents interpret and answer the
questions. The pilot study was conducted using the survey questionnaire over a selected
group of 30 respondents, which include individuals within Kathmandu valley, before
conducting the major survey over the sample population. Questionnaire relevant to the
89
subject of study

90
were set in order as per the dependent and independent variables. As some respondents
may lack proper understanding of the major terminologies, the questionnaire was
amended using simplified and concrete words after the pilot study in order to avoid
misinterpretations.

Reliability is synonymous with the consistency of a test, survey, observation, or other

measuring device. Reliability refers to the correlation of an item, scale or instrument with
a hypothetical one which measures what it is supposed to. P value is compared in terms
of
0.05. if p-value is less than 0.05, then the null hypotheses is accepted else if it is equal to
or more than 0.05, the null hypotheses is rejected.

The value ranges between 1 to 5 and the mean is 3. Generally, it is thought that mean
value more than 3 is positive response and less than 3 is negative response. If the values
are above 3, it can be concluded that the scales are reliable.

Cronbach’s Alpha was calculated for the reliability test. If the calculated Cronbach’s
alpha is above 0.7 then collected data are reliable. From the test, it can be inferred that the
questionnaire prepared was reliable for the study as each Cronbach alpha is more than
0.7.

Table 3.2: Reliability Test

Variables Cronbach’s Numbers of items

Saving & Environment 0.813 7
Decision Making & Productivity 0.733 6
Working Condition 0.715 5
Family and Personal Matter 0.701 5
Job Satisfaction 0.739 10
Overall 0.876 33

Table 3.2 shows that the highest Cronbach’s Alpha was of Saving and Environment
(0.813) and the lowest was of Family and Personal matter (0.701). This reliability of the
study is confirmed because all the variables’ Cronbach’s Alpha was at the desired level of
0.70 and above. The overall reliability test shows that the Cronbach’s Alpha is 0.876
which is well over 0.70. so it can be concluded that primary data is 87.6 percent reliable
91
for the study

92
and remaining 12.4 percent is error. In addition, this also reveals a consistency in data
and its reliability. Hence, further test can be done from these data.

3.6 Analysis Plan

Data collection is not the end goal of a research, as this data must be further analyzed and
interpreted to create information and answer the research questions. However, the type of
data collected determines the way in which the data will be analyzed. For example,
quantitative data can be analyzed using Microsoft Excel program or SPSS software,
whereas qualitative data can be analyzed using several analytical techniques such as
Thematic Analysis and Template Analysis. In this research, data was collected through a
survey, specifically via online questionnaires, so it is quantitative data, and such data is
analyzed quantitatively using descriptive and inferential statistics.

All the portion of analysis is based on the primary data collected and available
information. The collected data will be reviewed to test their completeness and
consistency. The data will be entered and then exported to MS Excel file from Google
Forms. After coding the data and making is easily usable in Statistical Package for the
Social Sciences (SPSS), the MS Excel file will be imported into SPSS. At first the
reliability of data will be tested by conducting Reliability Analysis of each variable.

Descriptive and inferential analysis will be used for data analysis. Descriptive Statistics
will be used for identifying frequency distribution, mean and standard deviation. It will
summarize the data and allow easy interpretation. On the other hand, under inferential
analysis calculation of Pearson correlation coefficient and multiple linear regression will
be used to examine the strength of association between the dependent and independent
variables. Multiple linear regression analysis is calculated to estimate the significance of
the independent variable on the dependent variable.

In inferential analysis, Pearson correlation coefficient and multiple linear regression

analysis will be used to examine the association between two variables and to test the
relationship between variables thereby the proposed hypotheses respectively. The
multiple linear regression equation for this study will be as follow:

93
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + ε

Where, Y = Dependent Variable (Employee job satisfaction)

X1 = Independent Variable (Saving overhead & Environment issue)

X2 = Independent Variable (Decision making & productivity)

X3 = Independent Variable (Working condition) X4 = Independent Variable (Family &

Personal matter) β0 = the intercept of the regression line β1, β2, β3& β4 are regression
coefficients for X1, X2, X3& X4, ε = Error

3.7 Limitations of the Study

 Only the employee working in service industry were taken as respondents for this
study. Hence, the sample size of the study was only 370.
 By distributing the questionnaire on Social sites the questionnaire only reached to
the individuals who have the Facebook account or other social account, which
might have affected the sample. Hence, there could be a risk that the sample is not
representable for the whole population.
 Data was collected mainly based on questionnaire and based on quantitative
research only.
 In this study the respondents consisting who had Social Account and Experience
before and after COVID-19. The result might turn out differently if the people
who have never experience and don’t know about telecommuting would have
been excluded and only the people who have previous experience and have idea
about telecommuting were investigated.
 Since this study focused on Cost Saving and Environment, Decision Making and
Productivity, Working Condition and Family and Personal Matter in relation to
telecommuting/Working from Home, the results may or may not be applicable in
other contexts. Hence, the results may of greater concern for industry of different
Service sector only and in order to draw further conclusions regarding the
different variables further studies are needed.

94
 CHAPTER IV
RESULT AND DISCUSSION

Data analysis is the process of examining and interpreting data to come up with solutions
to queries. Identifying issues, assessing the availability of adequate data, selecting which
methods are appropriate for addressing the questions of interest, implementing the
methods, and evaluating, summarizing, and conveying the results are the fundamental
processes in the analytic process.

This chapter examines the methodical presentation, interpretation, and analysis of

primary data collected from a questionnaire disseminated with the goal of determining
the influence of telecommuting on work satisfaction in Nepal's service industry. The
fundamental processes in recognizing issues, finding the availability of acceptable data,
selecting which methods are appropriate for addressing the questions of interest,
implementing the methods, and assessing, summarizing, and conveying the results. For
this, the various statistical and economic instruments discussed in Chapter 3 have been
specified.

This chapter presents rustle of source data in a structured and ordered manner. For the
objective of the study, several statistical and regression models mentioned in the
preceding chapter were applied. The findings of a questionnaire survey are presented. The
primary goal of this chapter is to examine and understand the information gathered
throughout the research.

4.1 Assess the Demographic Analysis and the Descriptive Statistics of Study
Variables (Job Satisfaction, Saving & Environment, Decision Making &
Productivity, Working Condition and Family & Personal Matter)
It deals mainly with the socio-demographic characteristics of the respondents. These
include gender, age, education, and marital status, level of education and profession.

95
Demographic Analysis of Respondents
Distribution of frequencies gives information in a table or graphical representation about
the number of occurrences or frequency of unique values spread throughout a certain
period of time or interval. The demographics of the population are presented in the tables
below. Responders who took part in this research.

Classification of Respondents Based on Age Group

One of the most important characteristics is the age of the respondents in understanding
their position about the particular problems. By and large age is indicative of maturity
level and financial knowledge of individuals. Therefore, age is vital to examine the
response. Data related to the age of the respondents are given in Table 4.1

Table 4.1: Classification of Respondents Based on Age Group

Age Group Number Of Respondent Percentage

19-30 Years 246 66.5
31- 46 Years 120 32.4
Above 47 Years 4 1.08
Total 370 100

Table 4.1 shows the distribution of respondents according to their age. It shows that there
is the huge number of respondents of age group 19-30 compare to the respondent of other
age groups. Figure 4.1 shows the percentage of the respondents of the age group between
19-30 is 66.5 percent, similarly the respondents of age 31-46 Years are 32.4 percent, and
the respondents of age above 47 years are 4 percent. This shows that the huge number of
young respondents have taken part in this survey.

Classification of Respondents Based on Gender

In this section gender of the respondents of Employee of Service Sector people in Nepal.

The gender distribution of the respondents is shown in the table 4.2 below.

96
Table 4.2: Classification Based on Gender

Gender Respondent Percentage

Male 215 58.1
Female 155 41.9
Total 370 100

Table 4.2 shows the more than two-third of the respondents which is 215 are males of the
respondents who answered the questionnaires. The female respondents are 155. Figure
4.2 shows the gender distribution of respondents. It shows that male respondents were
more than female respondents in the sample size of 370. The percentage of male and
female respondents was 58.1 percent and 41.9 percent respectively.

Classification of Respondents Based on Marital Status

Designation is one of the most important characteristics in understanding the views about
the particular problems. It has been categorized as single, married divorced separated and
widowed.

Table 4.3: Classification of Respondents Based on Marital Status

Marital Status Respondent Percentage

Single 206 55.7
Married 164 44.3
Total 370 100

The table 4.3 shows that married were 206, single were 164, and separated were not
available. From the figure 4.3, Out of the 370 respondents, 206(55.7%) are never married
(single); 164 (44.3%) are married. However, there were no separated respondent in the
sample population.

Classification of Respondents Based on Level of Education

Education is another very important characteristic that may affect the individual’s attitude
and understanding towards any particular social/ financial phenomena. In one way, the
response of an individual is most likely to be determined by his educational background
and status and thus it becomes imperative to know the educational background of the
respondents. Data of educational level shown in table 4.4

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Table 4.4: Classification of Respondents Based on Education Level

Education Respondent Percentage

SLC 1 .3
Intermediate 22 6
Bachelor 252 68
Master & Above 95 25.7
Total 370 100

Table 4.4 reveals the classification of respondents based on education level, the result
revealed that out of 370 respondents 252 and 95 respondents are highly educated which
means bachelor and master degree education. From the results, majority (0.3%) of the
respondents had up to SLC, 6% had intermediate degrees, 68% were Bachelor degree
holders, and 25.7% had Master or above degrees. Those with 95 master and 252 has a
higher degrees holders were relatively more familiar with telecommuting than those with
certificate and diploma.

Classification of Respondents Based on Profession

Profession of an individual does have a bearing on his or her personality and source of
gathering information. Life’s quality is also determined by an individual’s occupation and
his income as its resultant. Occupation also affects individual’s socialization pattern and
in turn affect behavioral pattern and hence variable occupation is investigated by the
researcher and data of occupation is shown in Table 4.5

Table 4.5: Classification of Respondents Based on Professional Status

Profession Respondent Percentage

Administration, Sales & Marketing 70 19
Customer Services 85 23
Information Technology & Computing 90 24.3
Education & Training & Coaching 125 33.7
Total 370 100

Table 4.5 shows the classification of respondents based on professional status, the result
revealed that out of 370 respondents, most of the respondents are Employee.

98
From the figure 4.5 it has been observed that, 19 percent of the respondents are involved
in Administration, Sales & Marketing, and 23 percent of the respondents are Customer
Services profession. Also 24.3 percent of the respondents are involved in IT Field and
33.7 percent respondents are from education sector.

Descriptive Statistics of Study Variables

The mean and standard deviation of each question asked to the respondents are analyzed
in the descriptive analysis. The link between the dependent and independent variables
was investigated using Likert Scale questions. Five-point Likert scale for the study, a
scale questionnaire was employed. The descriptive analysis is reported in the following
format: The variables are laid up in a table for simple comprehension.

Job Satisfaction
The mean and standard deviation associated with the variables under investigation were
employed as descriptive statistics in this study. As a result, descriptive statistics allow
data to be presented in a more meaningful form, allowing for easier data interpretation.
The items' responses are graded on a 5-point Likert scale. A total of 370 answers were
gathered for each item.

Table 4.6: Descriptive Statistics of Job Satisfaction (N=370)

S.NO Question Number Of Mean Standard

Respondent (N) Deviation
1 The company 370 4.08 .612
clearly conveys
its mission to
its employees

2 The amount of 370 4.01 .598

work expected
of me is
reasonable
3 There is good 370 3.93 .603
communication
from manager
to employee

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4 The moral in 370 3.96 .609
my department
is high
5 I feel 370 3.32 .982
underutilized
in my jobs
6 I have the tools 370 3.89 .616
and resources I
need to do my
job
7 It is easy to get 370 3.93 .598
along with
colleagues
8 In general, I 370 3.22 .913
don’t like my
job.

9 All in all, I am 370 4.03 .625

satisfied in my
job

10 In general, I 370 4.14 .721

like working
here.

Sources: Results are drawn from SPSS.20

Table 4.6 displays that the mean of various items of questions of Telecommuting for the
370 Working People as Salary Base. The ranges of Likert scale are 1-5 the statement “In
general I like working here” has a highest mean (4.14) and standard deviation (0.721) that
means respondents are agreed with to work in same organization/Company or Service
Sector. Similarly, the statement “The company clearly conveys its mission to its
employees” has mean (4.08) and standard deviation (0.612) that means respondents are
agreed that the company clearly and smoothly passed the relevant information to their
employee to achieved the company mission to fulfill their mission.

10
Cost Saving and Environment
The response to the items in Table 4.7 were measured in 5- point Likert scale. Based on
the response collected from the questionnaire mean and standard deviation value are
chosen. The number of responses collected for each item was 370.

Table 4.7: Descriptive Statistics Cost Saving and Environment

Question Respondent Mean Standard

Number (N) Deviation
Telecommuting save office 370 4.33 .639
expenses & space.
How you agree with your office 370 3.88 .659
structure.
Streets of the city is very congested 370 4.30 .657
due to overpopulation.
Conducive working environment 370 4.24 .674
tend to have working hour
productive and effectives.
Organization can provide a 370 4.15 .690
attraction quality team member if
it allow to work in telecommuting
environment.
Environment issues are harmful 370 4.34 .669
effects of human activity.
Working from home save traveling 370 4.54 .607
cost.
Source: Results are drawn from SPSS.20

Table 4.7 were measured in 5-point Likert scale. Based on the response collected from
the questionnaire, the maximum and minimum value chosen by respondents were 5 and 1
respectively. The number of responses collected for each item 370. The mean of the level
of Cost saving and Environment from a minimum value 3.88 to the maximum value of
4.54. Among them, the most significant observation of the respondents regarding the
“working from home save traveling cost” with 4.54 mean, whereas the most insignificant
observation compared to other statement is “How u agree with your office structure”.
Similarly, the item “How u agree with your office structure " is highest standard deviation

10
0.659 while the item “working from home save traveling cost” possessed lowest standard
deviation of 0.607.

Decision Making and Productivity

The response to the items in Table 4.8 were measured in 5- point Likert scale. Based on
the response collected from the questionnaire mean and standard deviation value are
chosen. The number of responses collected for each item was 370.

Table 4.8: Descriptive Statistics of Decision Making and Productivity

Question Respondent Mean Standard

Number (N) Deviation
Information is highly valued for 370 4.21 .636
decision making.
Decision make through telephone 370 3.65 .740
conferencing is highly effective.
Communication through e-mail 370 4.03 .678
and telephone provides clearly and
reliability.
Telecommuting increase level of 370 3.90 .681
work productivity rather than
working from office.
My work environment allows me 370 3.93 .660
to work efficiently.
Working from home is very 370 4.09 .754
flexible.

Table 4.8 shows that the statement “Information is highly valued for decision making”
has higher mean value (4.21) and with standard deviation (0.636). So, respondents'
Decision making and productivity towards the understanding value of information to
make decision very high. Many respondents think that they believe that Working from
home is very flexible it indicates by the second higher mean score (4.09) and standard
deviation (0.754). Respondents have somehow positive attitude toward Information and
working from home. Furthermore, respondents have low attitude towards the statement
“Decision make through telephone conferencing is highly effective.” having lower
mean score 3.65 and with

10
standard deviation 0.740 it means respondents' employee decision through telephone is
ineffective.

Working Condition
The response to the items in Table 4.9 were measured in 5- point Likert scale. Based on
the response collected from the questionnaire mean and standard deviation value are
chosen. The number of responses collected for each item was 370.

Table 4.9: Descriptive Statistics Working Condition

Question Respondent Mean Standard

Number (N) Deviation
I consider an alternative work schedule or 370 3.51 0.889
teleworking if available
My company is dedicated to diversity & 370 3.79 0.771
inclusiveness
My company work positively impact 370 3.79 0.782
people’s lives
I would like to work from my best place 370 3.68 0.838
rather than going regular to work outstation
How you agree with your work transfer 370 3.33 0.899

Table 4.9 Shows that the statement “My company is dedicated to diversity &
inclusiveness” and “My company work positively impact people’s lives” has higher mean
value (3.79) and lower standard deviation (0.771) and (0.782). So, respondents' working
condition towards the understanding that the most of the company are willing to diversity
& inclusive environment of the organization. And statement “I consider an alternative
work schedule or teleworking if available” and “I would like to work from my best place
rather than going regular to work outstation” with (3.51) mean and (3.68) mean &
Standard deviation (0.889) & (0.838), are believe to work as teleworking rather going
regular to work. Furthermore, respondents compared to other statement “How you agree
with your work transfer” has less mean score (3.33) and higher standard deviation with
(0.899) which means employee are not willing to transfer but employee who loves to
travel are accept to transfer from one Place to other Place.

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Family and Personal Matter
The response to the items in Table 4.10 were measured in 5- point Likert scale. Based on
the response collected from the questionnaire mean and standard deviation value are
chosen. The number of responses collected for each item was 370.

Table 4.10: Descriptive Statistics of Family and Personal Matter

Family and Personal matter Respondent Mean Standard

Number (N) Deviation
The demand of my job interferes with my 370 3.19 0.927
home & family life
My home life interferes with my 370 3.06 0.912
responsibilities at work
I fulfil my domestic obligation better because 370 3.72 0.689
of the things, I have learned on my job
I never bring my personal matter at my work 370 3.93 0.750
time
I take decision of my life by my-self 370 3.99 0.822

Table 4.10 presents the opinions of respondents regarding the family and personal matter
practice on telecommuting. The mean of the level of product from a minimum value of
3.19 to the maximum value of 3.99. Among them, the most significant observations of
the respondents take their life decision by themselves with mean value of 3.99 whereas
the most insignificant observation compared to other is the demand of job interfere with
their family life and home with mean value of 3.19.

Overall Descriptive Statistics of Study Variables (Overall)

Table 4.11 consists of the individual statements of respective questions concerning Cost
saving & environment, Decision making & Productivity, Working Condition, Family &
Personal Matter and Job satisfaction that have been computed into independent and
dependent variables. The number of responses collected for each independent and
dependent variable was 370.

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Table 4. 11: Descriptive Statistics of Study Variables (Overall)

Constructs Mean Standard Deviation

Cost saving & Environment 4.2537 0.45081
Decision making & Productivity 3.9679 0.45322
Working Condition 3.6193 0.57275
Family & Personal Matter 3.5773 0.55672
Job Satisfaction 3.8510 0.38414

Table 4.11 presents the descriptive statistics regarding the overall variables. The highest
mean was from Cost saving & Environment with mean value of 4.2537. While at the
same time Family & Personal Matter has the lowest mean value of 3.5773. The working
condition has highest standard deviation i.e. 0057275 while the job satisfaction possessed
lowest standard deviation of 0.38414. The standard deviation of all variables was below
1. Which means that the data are clustered closely around the mean or more reliable.

4.2 Relationship between Job satisfaction and cost saving & environment, Decision
Making & Productivity, Working condition, Family & Personal Matter of Service
sector.
Correlation analysis was done to determine the link between the independent factors and
the dependent variable. After descriptive statistics were used to determine mean and
standard deviation, statistical tests such as Pearson's Correlation Coefficient and Multiple
Linear Regression were used to obtain further insight into the data. These inferential
analyses are carried out particularly to assess the hypothesis in question. Multiple Linear
Regression was used to test how changes in the combination of two or more independent
variables predict the level of change in the dependent variable. Pearson's Correlation
Coefficient was used to examine the strength of association between variables, while
Multiple Linear Regression was used to test how changes in the combination of two or
more independent variables predict the level of change in the dependent variable.

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Pearson's Correlation
Test statistics are used to determine the statistical link, or association, between two
continuous variables. Because it is based on the concept of covariance, it is recognized as
the best approach for quantifying the relationship between variables of interest.

Table 4.12: Pearson’s Correlation Matrix of Study Variables

Correlation
Variables JS CS DM WC FP
JS 1
CS .443** 1
DM .532 **
.451** 1
WC .368 **
.189 **
.337** 1
FP .439 **
.158 **
.431 **
.306** 1
**. Correlation is significant at the 0.01 level (2-tailed). N= 370
Results are drawn from SPSS.20
Note: If r = 1, the correlation is said to be perfect positive. If r = -1, the correlation is said
to be perfect negative. If r = 0, the variables X and Y are said to be uncorrelated. If 0< r ≥
0.4, low correlation. If 0.4 < r > 0.7, moderate correlation. If 0.7 < r > 1, high correlation.

Relationship between Cost Saving & Environment and Job Satisfaction

In order to access the relationship between costs saving & environment and
telecommuting job satisfaction, correlation was calculated between cost saving &
environment and telecommuting job satisfaction score. Table 4.12 shows that correlation
between cost saving & environment and job satisfaction value is positive. The Pearson
correlation value is 0.443 and p-value was 0.000 where P < 0.01. The correlation value
0.443, it ranges between 0.4 - 0.7 therefore the relationship between cost saving &
environment and job satisfaction is considered moderate correlation and positive.

Relationship between decision making & Productivity and Job satisfaction

Table 4.12 shows that Pearson correlation between decision making & Productivity and
Job satisfaction value is positive. The Pearson correlation value is 0.532 and the P-value
was 0.000 where P < 0.01. Since the Pearson correlation value is 0.532, it is range
between

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0.4 – 0.7, therefore the relationship between decision making & Productivity and Job
satisfaction is moderate correlation and positive correlation.

Relationship between Financial working condition and job satisfaction

Table 4.12 shows that Pearson correlation between working condition and job satisfaction
value is positive. The Pearson correlation value is 0.368 and the P-value was 0.000 where
P < 0.01. Since the Pearson correlation value is 0.368, it ranges between 0 - 04, therefore
the relationship between working condition and job satisfaction is considered low and
positive correlation.

Relationship between Family & personal matter and job satisfaction

Table 4.12 shows that Pearson correlation between Family & personal matter and job
satisfaction value is positive. The Pearson correlation value is 0.439 and the P-value was
0.0 where P < 0.01. Since the Pearson correlation value is 0.439, it ranges between 0.4
– 0.7, therefore the relationship between Family & personal matter and job satisfaction is
considered moderate and positive correlation.

4.3 Effects of Cost saving & Environment, Decision Making & Productivity,
Working Condition, Family & Personal Matter Practice of service sector job
satisfaction.

Regression Analysis
This section basically deals with regression results from various specifications of the
model to examine the estimated relationship Job satisfaction (JS) with Cost saving &
Environment (CE), Decision Making & Productivity (DM), Working Condition(WC),
Family & Personal Matter(FP) Practice of service sector job satisfaction. At first, the
researcher has checked the multi-collinearity issue between independents variables and
then assessed the significance of coefficients. The study assessed the multi-collinearity
between the independent variables i.e. Cost saving & Environment (CE), Decision
Making & Productivity (DM), Working Condition(WC), Family & Personal Matter(FP)
as dependent variable.

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Table 4.13: Regression Analysis

Variables Coefficient Std. T- Value P- Value Collinearity

Error
Constant 1.069 0.182 5.877 0.000 Tolerance VIF
CS 0.220 0.039 5.613 0.000 0.793 1.261
DM 0.220 0.43 5.057 0.000 0.639 1.565
WC 0.107 0.030 3.594 0.000 0.852 1.173
FP 0.164 0.03 5.133 0.000 0.783 1.277
No Of Respondent: 370, R. Square: 0.645, Adjusted R Square: 0.409, F-Value: 61.844,
Probability: 0.000

Table 4.13 exhibits the Multi Linear Regression Model. The R square value refers to the
percentage of the dependent variable variations that is explained by the independent
variables. The R square value in this study after excluding one independent variable i.e.
reliability is 64.5 percent of variations in the dependent variable is caused by the
independent variables (Cost Saving & Environment, Decision Making & Productivity,
Working condition, Family and Personal Matter ) which means 64.5 percent of the
variations in the Job satisfaction is explained by the independent variables (Cost Saving
& Environment, Decision Making & Productivity, Working condition, Family and
Personal Matter) and the remaining 35.5 percent is explained by others factors which are
not incorporated in this research study. Similarly, adjusted R square of telecommuting job
satisfaction is 0.409 which indicates that 40.9% variation in dependent variable can be
explained by additional variables along with four independent variables used in the study.

The coefficients of the multiple linear regression analysis have been shown in the table
4.13. Based on the output, independent variables (Cost Saving & Environment, Decision
Making & Productivity, working condition, Family and Personal Matter) have significant
impact on the dependent variable because the p- value is less than 0.05. In terms of
direction relationship, independent variable (Cost Saving & Environment, Decision
Making & Productivity, working condition, Family and Personal Matter) have positive

10
relationship

10
with dependent variable. Along with all this, cost saving & Environment (0.220) and
Decision Making & Productivity (0.220) has a highest positive influence on dependent
variables followed by Working condition (0.107), Family & Personal Matter (0.164) has
positive influence on dependent variable.

The calculation of VIF values for each independent variable has been made via SPSS.
The Variance Inflation Factor (VIF) identifies correlation between independent variables
and the strength of that correlation. VIF values less than 5 indicates that there is no
problem of multicollinearity. The table 4.13 shows that VIF < 5 for all independent
variables. This means all independent variables can be used for fitting model for
regression analysis.

Y= 1.069+0.220 β1+0.220 β2+0.107 β3+0.164 β4 + ε

According to the equation, taking into account all the variables of Cost Saving &
Environment, Decision Making & Productivity, working condition, Family and Personal
Matter and job satisfaction will be 1.069. The data findings analysis also shows that, a
unit increase in Cost Saving & Environment will lead to a 0.220 increase in job
satisfaction; a unit increase in Decision Making & Productivity will lead to a 0.220
increase in job satisfaction; a unit increase in working condition will lead to a 0.107
increase in job satisfaction; a unit increase in Family and Personal Matter will lead to a
0.164 increase in job satisfaction.

From the regression equation; Cost Saving & Environment, Decision Making &
Productivity, working condition, Family and Personal Matter practice all had a positive
impact on job satisfaction by accepting telecommuting in the service sector of Nepal.

4.4 Discussion
This study has mainly focused on the relationship between Telecommuting and job
satisfaction of service sector in Nepal. This study has used different factors like: Cost
saving & Environment, Decision Making & Productivity, Working Condition, and

Family & Personal Matter. The dependent variable is Job Satisfaction. For the purpose of
achieving the objectives of this study, primary research was conducted. Out of 400

11
distributed questionnaire only 370 were useable.

11
The first concern of the study was find out the level of telecommuting among service
sector in Nepal, when taken as a whole. To determine the level of telecommuting, the
study used the mean and standard deviation. Research findings shows that the people
have a more then average level of telecommuting with an average score more than 2.
Moreover, the result showed that people have Middle high level of knowledge and
understanding on working from home, virtual office, distance working, teleworking,
mobile work, remote job and work from anywhere.

The second concern of this study was to identify whether there is any relationship
between Cost saving & Environment, Decision Making & Productivity, Working
Condition, and Family & Personal Matter and job satisfaction. Cost saving &
Environment, Decision Making & Productivity and Family & Personal Matter has
moderate positive relationship with job satisfaction. However, working condition has
slightly low but positive relationship with job satisfaction. The result of this study
revealed that the among this four factor; cost saving & environment strongest positive
relationship between dependent variable and independent variables. This suggest that an
implementation of telecommuting will help to save cost and environment, maintain
family and personal balance, and will productivity which get a satisfaction on job.

The third concern of this study was to identify whether there is any influence of Cost
saving & Environment, Decision Making & Productivity, Working Condition, and
Family & Personal Matter in job satisfaction.

The result shows that the cost saving & environment has positive also significant impact
on job satisfaction. This means most of the employee wants to save the travelling cost,
fuel cost, lunch cost, and other casual cost, and wants clean environment and from
employer side office cost like rent for space, electricity, office overhead etc. Research has
made it clear that employee and employer always focused on saving the cost and wants to
avoid sound, air pollution also wants to avoid traffic pollution mainly in city area and its
significant impact on saving. Another result shows that decision making & productivity
also has positive impact on job satisfaction. This means employee and employers accept
that decision making while working from home is not so unproductivity, some decision
need a face to face but must of the decision from video conference also can be a

11
effectiveness. The study also revealed that Family & Personal matter has a positive and
significant impact on job satisfaction in service sector in Nepal. This means if company
can implement the telecommuting 3-4 days a week there will be a good balance with
family, personal & work, employee has a lots of positive aspect with their job satisfaction
and balance their family and personal life with their company work.

Summary of Result
In this study, four null hypotheses were drawn for identifying relationship between
dependent and independent variables. Each hypothesis is tested based on the multiple
regression analysis presented earlier. Test on each of these hypotheses are discussed
below;

Table 4.14: Summary of Result

Hypothesis Remarks Results

There is no significant P- value > 0.05 Accepted
positive impact of saving &
environment on job
satisfaction of employee.
There is no significant P- value > 0.05 Accepted
positive impact of decision
making & productivity on
job satisfaction of employee
There is no significant P- value > 0.05 Accepted
positive impact of working
condition on job satisfaction
of employee.
There is no significant of P- value > 0.05 Accepted
positive impact of family &
personal matter on job
satisfaction of employee.

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H01: There is no significant positive impact of saving & environment on job
satisfaction of employee
Table 4.16 reveals that the cost saving & environment do not have a significant impact on
job satisfaction of service sector in Nepal (p= 0.000, t= 5.613, β = 0.220) even if the
correlation is positive. Since the significance value is 0.000<0.05, thus, null hypothesis is
accepted and it can be interpreted that there is no significant impact of cost saving &
environment on job satisfaction of service sector in Nepal.

H02: There is no significant positive impact of decision making & productivity on

job satisfaction of employee.
Table 4.14 reveals that the decision making & productivity do not have a significant
impact on job satisfaction of service sector in Nepal (p= 0.000, t= 5.057, β =0.220) even
if the correlation is negative. Since the significance value is 0.000<0.05, thus, null
hypothesis is accepted and it can be interpreted that there is no significant positive impact
of decision making & productivity on job satisfaction of service sector in Nepal.

H03: There is no significant positive impact of working condition on job satisfaction

of employee.
Table 4.14 shows that the Working condition has a significant positive impact on job
satisfaction (p=0.000, t=5.597, β=0.107). Since the significance value 0.000< 0.05, in this
case null hypothesis is accepted and it can be interpreted that there is no significant
positive impact of working condition on job satisfaction of employee in Nepal.

H04: There is no significant of positive impact of family & personal matter on

job satisfaction of employee.
Table 4.14 shows that the financial management practice has a significant positive impact
on saving behavior (p=0.000, t=5.133, β= 0.164). Since the significance value 0.000 <
0.05, in this case null hypothesis is accepted and it can be interpreted that there is no
significant positive impact of family and personal matter on job satisfaction of employee
in Nepal.

11
 CHAPTER V
SUMMARY AND CONCLUSION

This chapter deals with summary of the findings and conclusion of the study it best parts
major findings of the study. Findings are the results derived from the data analysis.
Conclusions and recommendations of the researcher are defined in separate sections of
the research. Conclusions are the inferences or generalizations of the research drawn from
the findings. And recommendations are the action plan put forward to the policy makers
and users of the research findings.

5.1 Summary of Findings

The purpose of the study was to examine the relationship between telecommuting and job
satisfaction of service sector employee of Nepal. The population of the study was 400
employees from different part of Nepal. The sample population of 370 respondents was
drawn using stratified random sampling technique with an 90% response rate.

For this research, the first thing done was review of literatures. Beside literature review
thorough study of a conceptual framework was also done. Variables were studied and
finalized based on the literature review, conceptual framework and question are asked
through various social medias.

Demographic trends showed that males were more than females with most of the
respondents aged 19 - 30 years. The youth were more familiar with telecommuting. They
were actively involved during covid-19 pandemic and also involved presently in some
organization like education sector. The study also revealed that males and female were
generally involved in telecommuting. A number of aged employee stated that they do not
participate in telecommuting concept because of unfamiliar less idea about work from
home because of lack of time management. The findings further revealed that as
economically for both employee and employer can save in different overhead and can
manage the balance with family and personal which provide the satisfaction on job.

11
Based on the analysis of data, the major findings are summarized as:
 In descriptive analysis, the mean value of all the independent variables are above.
This indicated that telecommuting variables has positive association to the Job
satisfaction

 Also, the result of the study found that mean value of all the statement into job
satisfaction are near 3and above, indicating that respondents have favorable
positive attitude toward job satisfaction to the employee of the service sector.

 The standard deviation of dependent and independent variables is less amount of

variation.

 In establishing the relationship between independent and dependent variables,

Karl Pearson's coefficient of correlation (r) is used. Telecommuting variables Cost
saving & environment has positive correlation with Job satisfaction(r=0.4430,
followed by the Decision making & productivity (0.5320), working condition
(0.3680) and family & personal matter (0.4390) equally positive correlation with
job satisfaction. All the correlation coefficient ware also statistically significant at
0.01 level (2-tailed). This implies that change in the independent variable
influences the dependent variable.

 The Multiple Regression Analysis concludes that 64.5 percent of the variation in
dependent variable is able to be explained by all the independent variables used in
the study, and the rest 35.5 percent is explained by factors not incorporated in this
study.

 From the regression equation, cost saving & environment, decision making &
productivity, working condition and family & personal matter all had a positive
impact on job satisfaction of service sector in Nepal.

11
  In the first hypothesis testing, cost saving & environment has no significant effect
on Job satisfaction. This indicates that a high level of desires on cost saving and
better environment is provide support too financially and mentally and physically.

 Decision making & productivity testing showed also no significant impact. This
means that the better the individual decision making process and being
productivity will not provide support to job satisfaction. Decision making &
productivity is more directed to the way of thinking, opinion and judgment of
people on decision making process and being a productivity and make
productivity, especially on the statements in the questionnaire.

 Financial working condition has the no significant impact. This means better
working condition will provide satisfaction on job for both employee and
employers.

 Family & Personal matter has no significant impact. This means employee can
make the balance between work and family and personal which positively impact
to job satisfaction.

5.2 Conclusion
The research was conducted to relationship between telecommuting and job satisfaction
of service sector of Nepal. The researcher has set following objectives of the research
they are analyzing respondent’s opinions to identify the relationship and effect of
telecommuting in satisfaction.

One objective is to assess the demographic and descriptive analysis of study variables.
The findings show that most of the respondents are familiar with telecommuting and this
positively affected their job satisfaction. This show that telecommuting has an effects on
the job satisfaction of the individual. There is a statistically significant association
between telecommuting level and individuals’ age, gender, educational qualification, and
occupation.

11
Overall, this study has concluded that the telecommuting is an important determinant of
individual job satisfaction. Telecommuting, which is defined as individuals’ knowledge
about with basic and advanced technology working from anywhere, such as cost saving
& environment, decision making & productivity, working condition and family and
personal matter has been found to be positively related to the job satisfaction to
theindividual’s employee. This result, although a preliminary finding from this
exploratory research, suggests that if the government aims to increase implement
telecommuting concept to the organization, it should increase efforts in promoting
telecommuting through basic educational programs regarding various technology and
equipment.

With regard to service sector employee satisfaction objective, telecommuting does have a
statistically significant relationship with job satisfaction of the employee & employer. It
may be concluded that telecommuting may enable the individuals to enhance their
satisfaction. Also it can be concluded that individuals who are highly familiar with
telecommuting& technology can work easily by managing time intentionally as compare
to those who are unfamiliar with telecommuting. Based on the findings of the study were;
who has weak condition of working environment and lack of knowledge in technology
and unknown about working from home are can’t organized telecommuting concept and
faced lack of job satisfaction.

11
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 APPENDIX I

Survey Questionnaire on
“Determinants of Telecommuting: Evidence from service sector of Nepal.”
Dear respondents,
I am going to conduct MBA Graduate Research Project on "Determinants of
Telecommuting: Evidence from service sector of Nepal” .To meet the partial fulfillment
of the requirement for the Master Degree in Business Administration (MBA) from Excel
Business College,Pokhara University. I will be grateful if you provide just few minutes to
answer my questions appearing in the enclosed questionnaire. Your ideas and information
will be of great important for my research. I would also like to assure you that all
information contained in this questionnaire will be kept confidential and used only at the
aggregate level for research purpose. Your kind corporation will be highly appreciated.

Part I: Respondents’ Profile

Please indicate Tick ( ) in the appropriate information about yourself. Each question
should only have ONE answer.
1. Which is your age bracket?
A. 19-30 Years
B. 31-46 years
C. Above 47 years
2. Please indicate your gender.
A. Male
B. Female
C. Other
3. Marital status?
A. Single
B. Married

4. Level of Education

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 A. SLC
B. Intermediate
C. Bachelor
D. Master and above
5. Your Profession?
A. Administration, Sales & Marketing
B. Customer Services
C. Information Technology & Computing
D. Education & Training & Coaching
Part II: Independent variable
Choose an answer by checking ( ) in the column that matches your condition, with the
following alternative answer.
(1) = Strongly Disagree (2) = Disagree (3) = Neutral
(4) = Agree (5) = Strongly Agree

Variable Cost Saving and 1 2 3 4 5

the environment

1 Telecommuting
save office
expenses & space.
2 How you agree
with your office
structure.
3 Streets of the city
is very congested
due to
overpopulation.
4 Conducive
working
environment tend
to have working
hour productive
and effectives.

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5 Organization can
provide a attraction
quality team
member if it allow
to work in
telecommuting
environment.
6 Environment
issues are harmful
effects of human
activity.
7 Working from
home save
traveling cost.

S.NO Decision making and 1 2 3 4 5

productivity

1 Information is highly
valued for decision
making.
2 Decision make through
telephone conferencing
is highly effective.
3 Communication
through e-mail and
telephone provides
clearly and reliability.
4 Telecommuting
increase level of work
productivity rather than
working from office.
5 My work environment
allows me to work
efficiently.
6 Working from home is
very flexiable.

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Variable Working Condition 1 2 3 4 5

1 I consider an
alternative work
schedule or
teleworking if available
2 My company is
dedicated to diversity
& inclusiveness
3 My company
work positively
impact
people’s lives
4 I would like to work
from my best place
rather than going
regular to work
outstation
5 How you agree with
your work transfer

S.No Family and Personal 1 2 3 4 5

matter

1 The demand of my job

interferes with my home
& family life
2 My home life interferes
with my responsibilities
at work
3 I fulfil my domestic
obligation better because
of the things, I have
learned on my job
4 I never bring my personal
matter at my
work time
5 I take decision of my life
by my-self

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DEPENDENT VARIABLE

Job Satisfaction

S.NO Job 1 2 3 4 5
Satisfaction

1 The company
clearly
conveys its
mission to its
employees
2 The amount of
work expected
of me is
reasonable
3 There is good
communication
from manager
to employee
4 The moral in
my department
is high
5 I feel
underutilized in
my jobs
6 I have the tools
and resources I
need to do my
job
7 It is easy to get
along with
colleagues
8 In general, I
don’t like my
job.

9 All in all, I am
satisfied in my
job

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10 In general, I
like working
here.

https://forms.gle/YkDLG91JrURfg8Jj9

Recommendation for the Study

Do you have any suggestions regarding telecommuting towards service sector at Nepal?

Please specify.

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………….
THANK YOU FOR PROVIDING YOUR PRECIOUS TIME TO FILL THIS
QUESTIONNAIRE!!!

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