Telecommuting and Human Resources Essay -- GCSE Business Marketing Cou

Telecommuting and Human ResourcesIntroduction On September 20, 1994, some 32,000 AT&T employees stayed home. They werent sick or on strike. They were telecommuting. Employees ranging from the CEO to phone operators were part of an experiment that involved 100,000 people. Its purpose? To explore how far a vast shaping could go in transforming the roleplayplace by moving the work to the worker instead of the worker to work. Today AT&T is just one of legion(predicate) organizations pioneering the alternative workplace (AW-also known as telecommuting) the combination of nontraditional work practices, settings, and locations that is beginning to supplement traditional offices (Apgar, 121). According to IDC/Link Resources, New York, approximately 8 million the Statesns currently telecommute. A survey conducted by Olsten Corp., Melville, N.Y., reports that 62 percent of North American companies encourage telecommuting (Riggs, 46). In addition, research shows about 50% of all employe es either have a job that lends itself to telecommuting or want to get involved in telecommuting. Most researchers agree that telecommuting ingathering is fastest in companies employing more than 1,000 and in those with under 10 employees (Harler, 26).Current Situation Telecommuting came into existence out of necessity. First, increasing global competition has brought pressures and opportunities to businesses, consultants, and attend vendors. As a result, the Yankee Group predicts that as m any(prenominal) as 80 percent of all employers will have to adopt remote work in order to compete in world markets by mid-to late nineties (Manire, 51). Second, the Information Age necessitates that companies move faster and thus act and pit to business conditions sooner. Third, telecommuting has been increasingly enforced at state and federal levels due to the Clean Air Act (CAA) of 1970, as amended in 1990. The CAA affects any firm with over 100 employees in areas with severe ozone attainm ent levels, which covers every good-sized city in the nation (Harler, 27).The Impact of the network on Telecommuting The Internet is widely becoming part of the plan when implementing and integrating telecommuting solutions. The Internet can add a powerful dimension to the charge of both inherent and external information functions and strengthen the organizations human resource management informa... ...ivity remains an objective for management as we approach 2000. But we relieve oneself immediately that significant gains in productivity may not be achieved not through division of labor but by creating mechanisms for people to croak more effectively and to manage information more efficiently. BibliographyApgar IV, Mahlon. (May/Jun 1998). The alternative workplace Changing where and how people work, Harvard Business Review, pp-121-130.Berhard, Frank. (March 15, 1998). Upside economics of telecommuting, Americas Network, pp20-23.Harler, Curt. (March 15, 1998). The good, the bad and the fattening, Americas Network, pp26-28.Hein, Kenneth. (May 1997). Virtually always at work, Incentive, p9.Kuzmits, Frank and Santos, Brian. (Spring 1997). The Internet A key tool for todays human resource professional, S.A.M Advanced Management Journal, pp33-39.Manire, Ross W. (January 1997). Remote access The drive to work in the information age, Telecommunications, pp50-55.Riggs, Lynn. (June 1997). New approaches to management, Credit Union Management, pp46-48.Thompson, Courtenay. (October 1998). Telecommuting exposures, The Internal Auditor, p67.