Understanding e mentoring, and self-efficacy with telecommuters
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The world situation today (March 2020) is such that successful remote work is increasing becoming a necessity in some organizations. Although there are benefits, telecommuting can cause a lack of community, creativity, and a lessening collaboration and communication among employees. For employees who telecommute. This decrease can lead to a potential loss of self-awareness, self-disclosure, self-realization, and similar unfulfilled internal developmental needs that hinder performance.
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Understanding e mentoring, and self-efficacy with telecommuters
- 1. Understanding E-Mentoring, and Self-efficacy with Telecommuters
- 3. Premise
- 4. Advantages of telecommuting Decreased Traffic Less Commute Time Less Carbon Footprint Greater work-life balance for employees Less real estate costs for business Utilization of global businesses and workforce If a butterfly flaps its wings in Beijing and employee in New York
- 5. General Problem Lack of: Community Creativity Collaboration Communication potential loss of: self-awareness self-disclosure self-realization similar unfulfilled internal developmental needs that hinder performance (Ang, 2013; Hopen, 2014; Schawbel, 2018).
- 6. No Water cooler Conversations
- 7. Specific Problem How do we support Self-Efficacy in telecommuters
- 8. Purpose of the Study understand the perceptions of telecommuting employees regarding the effectiveness of e-mentoring to promote self-efficacy
- 9. Research Question What are the perceptions of telecommuters regarding how e-mentoring affects self-efficacy?
- 10. Studies Bandura (Self-Efficacy) Eby (Social Exchange Theory) Kram (Mentoring) Ensher (Power Mentoring)
- 11. Research Methodology Exploratory Case Study Snowball Sampling Open Ended Interview Thematic Analysis HyperRESEARCH Software
- 12. Emerging Themes Relationships The Downside Work Effectiveness & Self Efficacy Life Logistics
- 13. Relationships 50/120 Codes Subthemes: Communications Company Partnerships
- 14. The Downside 26/120 Codes Subthemes: Limitations Work Related
- 15. Work Effectiveness & Self Efficacy 18/120 Codes Subthemes Tasks People
- 16. Life 16/120 Codes Subthemes Family Physical Factors
- 17. Logistics 10/120 Codes No Subthemes
- 18. Limitations Confirmation Bias Transferability of Small Sample Snowball Sampling Lack of Demographic Data Study Limited to the USA Hawthorne Effect
- 19. Implications for Future Research Social Exchange theory validated Frankl validated Social Constructionism Systems theory of Communication validated
- 20. Implications for Practice To Foster telecommuting relationships, management must foster relationships Technology must work E-Mentoring used with video along with face-to-face meetings Employee Candidates for Telecommuting must be identified
- 21. Recommendations for Future Research Longitudinal Study Get Demographics Correlational Quantitative Study Global Study Larger Sample Size
- 22. Relationship Building is the Holy Grail!
- 23. Conclusions Telecommuting fosters work-life balance Telecommuters must be people who can manage distractions Rather than building new buildings businesses could do what is possible to ensure that relationship building is occurring in a virtual workplace Use Video and Face-face along with e-mentoring Relegate Telecommuting to employees who already display self efficacy and are willing to engage in virtual work