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Purpose: Teleworking under Covid-19 conditions is, for many organizations, a fundamental requirement to ensure continuity of operation. However, it is not a common way of organizing work in public administration entities. In particular, very few studies have examined the effectiveness of teleworking in local administration. The purpose of this paper is to investigate barriers to the effectiveness of teleworking in local administration in Poland. Design/methodology/approach: Literature analysis in the paper was prepared using VOSviewer software. Empirical research allowing us to achieve our objective was conducted using the CAWI method among 136 communes and cities with poviat rights from the Mazowieckie Voivodeship. Findings: We have established that the main obstacle in remote work was technological barriers and lack of appropriate technology in the surveyed entities. As a result of our research, we identified challenges related to insufficient digitalization of services in local administration as the main barrier for teleworking. Research limitations/implications: The paper uses quantitative research, carried out using the CAWI method, on local government entities in the Mazowieckie Voivodeship, on a research sample of 136 entities. Practical implications: The results of this research provide important guidance for practitioners and managers of public administration. The results indicate the most significant barriers to implementing remote working in public administration. The benefits of remote working for both citizens and public administration employees are also presented. Social implications: An analysis of the main challenges of remote working enables adaptation to the ongoing changes. Considering the difficulties of remote administration can help improve the functioning of the administration and, as a result, help to achieve widespread benefits for citizens. Originality/value: The research presented here explores the introduction of remote working to an unprecedented extent in the wake of the COVID19 virus pandemic.
Rocznik
Tom
Strony
165--178
Opis fizyczny
Bibliogr. 24 poz.
Twórcy
autor
- Warsaw University of Technology, Poland
autor
- Warsaw University of Technology, Poland
- Warsaw University of Technology, Poland
autor
- Warsaw University of Technology, Poland
Bibliografia
- 1. Allen, T.D., Golden, T.D., & Shockley, K.M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, https://doi.org/10.1177/1529100615593273.
- 2. Andrey, J.C., Burns, K.R., & Doherty, S.T. (2004). Toward sustainable trasportation: Exploring transportation decision making in teleworking households in a mid-sized Canadian city. Canadian Journal of Urban Research.
- 3. Armfield, N.R., Edirippulige, S., Caffery, L.J., Bradford, N.K., Grey, J.W., & Smith, A.C. (2014). Telemedicine - A bibliometric and content analysis of 17,932 publication records. International Journal of Medical Informatics, https://doi.org/10.1016/j.ijmedinf. 2014.07.001.
- 4. Bae, K. Bin, & Kim, D. (2016). The Impact of Decoupling of Telework on Job Satisfaction in U.S. Federal Agencies: Does Gender Matter? American Review of Public Administration, https://doi.org/10.1177/0275074016637183.
- 5. Caillier, J.G. (2013). Are Teleworkers Less Likely to Report Leave Intentions in the United States Federal Government Than Non-teleworkers Are? American Review of Public Administration, https://doi.org/10.1177/0275074011425084.
- 6. Caillier, J.G. (2016). Does Satisfaction with Family-Friendly Programs Reduce Turnover? A Panel Study Conducted in U.S. Federal Agencies. Public Personnel Management, https://doi.org/10.1177/0091026016652424.
- 7. Choi, S. (2018). Managing Flexible Work Arrangements in Government: Testing the Effects of Institutional and Managerial Support. Public Personnel Management, https://doi.org/10.1177/0091026017738540.
- 8. Coelho, F.A., Faiad, C., Rego, M.C.B., & Ramos, W.M. (2020). What Brazilian workers think about flexible work and telework? International Journal of Business Excellence, https://doi.org/10.1504/IJBEX.2020.104842.
- 9. de Vries, H., Tummers, L., & Bekkers, V. (2019). The Benefits of Teleworking in the Public Sector: Reality or Rhetoric? Review of Public Personnel Administration, https://doi.org/10.1177/0734371X18760124.
- 10. Dobrolyubova, E., Klochkova, E., & Alexandrov, O. (2019). Digitalization and Effective Government: What Is the Cause and What Is the Effect? Communications in Computer and Information Science, https://doi.org/10.1007/978-3-030-37858-5_5.
- 11. Kim, T., Mullins, L.B., & Yoon, T. (2021). Supervision of Telework: A Key to Organizational Performance. The American Review of Public Administration, https://doi.org/10.1177/0275074021992058.
- 12. Kwon, M., & Jeon, S.H. (2017). Why Permit Telework? Exploring the Determinants of California City Governments’ Decisions to Permit Telework. Public Personnel Managemen, https://doi.org/10.1177/0091026017717240.
- 13. Kwon, M., & Jeon, S.H. (2020). Do Leadership Commitment and Performance-Oriented Culture Matter for Federal Teleworker Satisfaction With Telework Programs? Review of Public Personnel Administration, https://doi.org/10.1177/0734371X18776049.
- 14. Mahler, J. (2012). The Telework Divide: Managerial and Personnel Challenges of Telework. Review of Public Personnel Administration, https://doi.org/10.1177/ 0734371X12458127.
- 15. Morilla-Luchena, A., Muñoz-Moreno, R., Chaves-Montero, A., & Vázquez-Aguado, O. (2021). Telework and social services in Spain during the COVID-19 pandemic. International Journal of Environmental Research and Public Health, https://doi.org/ 10.3390/ijerph18020725.
- 16. Offstein, E.H., Morwick, J.M., & Koskinen, L. (2010). Making telework work: leading people and leveraging technology for competitive advantage. Strategic HR Review, 9(2), https://doi.org/10.1108/14754391011022244.
- 17. Opejin, A.K., Aggarwal, R.M., White, D.D., Jones, J.L., Maciejewski, R., Mascaro, G., & Sarjoughian, H.S. (2020). A bibliometric analysis of food-energy-water nexus literature. Sustainability (Switzerland), https://doi.org/10.3390/su12031112.
- 18. Overmyer, S.P. (2011). Implementing telework: Lessons learned from four federal agencies. Arlington, VA: IBM Center for the Business of Government, http://www.businessofgovernment.org/sites/default/files/Overmyer.pdf, 8th of May 2021.
- 19. Park, H.-Y., Kwon, Y.-M., Jun, H.-R., Jung, S.-E., & Kwon, S.-Y. (2020). Satisfaction Survey of Patients and Medical Staff for Telephone-Based Telemedicine During Hospital Closing Due to COVID-19 Transmission. Telemedicine and E-Health, https://doi.org/10.1089/tmj.2020.0369.
- 20. Pérez, M.P., Sánchez, A.M., De Luis Carnicer, M.P., & Jiménez, M.J.V. (2004). The environmental impacts of teleworking: A model of urban analysis and a case study. Management of Environmental Quality: An International Journal, https://doi.org/10.1108/ 14777830410560728.
- 21. Reina, R., & Scarozza, D. (2021). Human Resource Management in the Public Administration. Organizational Development in Public Administration, https://doi.org/ 10.1007/978-3-030-43799-2_3.
- 22. Schuster, C., Weitzman, L., Sass Mikkelsen, K., Meyer-Sahling, J., Bersch, K., Fukuyama, F., Kay, K. (2020). Responding to COVID-19 through Surveys of Public Servants. Public Administration Review, https://doi.org/10.1111/puar.13246.
- 23. Sousa, M.J. (2020). HRD as the Epicentre of Governance in Public Administration. The Future of HRD, Volume II, https://doi.org/10.1007/978-3-030-52459-3_2.
- 24. Yu, D., Wang, W., Zhang, W., & Zhang, S. (2018). A bibliometric analysis of research on multiple criteria decision making. Current Science, https://doi.org/10.18520/cs/v114/ i04/747-758.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-f0026343-d8c4-421f-a82b-9b796cf94d54
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