An analysis of teleworking management practices.

BACKGROUND: Organizational changes in the traditional work models demand studies on the management of the so called "Teleworking". OBJECTIVE: This research aims to analyse the teleworking management practices to subside organizations and leaders to improve their performance and enhance workers quality of life. METHODS: A survey was carried out with teleworkers to obtain their perception of the analyzed factors, using the survey monkey tool. The collected data were analyzed using Partial Least Squares - Structural Equation Modeling (PLS-SEM). RESULTS: The validated model for the practices analysis is composed of the constructs: business management, physical and people infrastructure, leadership, self-esteem, and job satisfaction. Based on the analysis carried out, it is suggested that organizations establish organizational telework policies, follow government policies and provide communication and competence plans. Moreover, it is crucial providing technologies and support to them and develop people management practices in teleworking. Leaders must provide confidence, a teleworking culture, professional advancement, integration, well-being, negotiation of goals and a training plan. The teleworker's satisfaction is due to the sustainability related to the work model and its choice defined by personal motivation, balance between personal and professional life and a sense of belonging. CONCLUSIONS: All variables observed, linked to the constructs and validated, can be considered by managers to improve human resource management and obtain better productivity results.

An Initial Approach to Increase Job Satisfaction Through Workplace Spirituality.

Job satisfaction is a widely discussed topic in work psychology, but what might be the contributions of recent discussions of workplace spirituality? This research allows a qualitative measure of workplace spirituality relevance by workforce perspective that can be reproduced in other organizations through a questionnaire application. The spiritual factors of the workplace were classified according to the Kano model that identifies the potential for actions and investments to be transformed into job satisfaction. In this application, it was identified that investments in the coherence and purpose of work factors can generate more than proportional satisfaction in the individuals of this organization. The identity, values, cohesion, meaning, and climate of work factors could generate a proportional satisfaction to the investments. The inner life and community factors cannot generate satisfaction, but when investment levels in these factors did not meet the expectations, it potentially generates dissatisfaction. Finally, investments in belonging, connection, and environmental factors were indifferent to the satisfaction level in this organization. The researchers also pointed out opportunities of investments to the organization.