Examining the Impact of Human Resource Management (HRM) on Telework Participation Among US Federal Employees

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dc.contributor.authorAlshenaifi, Abdulilah Abdullah M.en
dc.contributor.committeechairDull, Matthew Martinen
dc.contributor.committeememberZuniga, Raymond A.en
dc.contributor.committeememberRoberts, Patrick S.en
dc.contributor.committeememberSmith, Stephanie Lynetteen
dc.contributor.departmentGovernment and International Affairsen
dc.date.accessioned2024-05-24T08:01:43Zen
dc.date.available2024-05-24T08:01:43Zen
dc.date.issued2024-05-23en
dc.description.abstractThis dissertation investigates telework participation within the US federal government, structured through three interconnected articles from a human resource management perspective. It sheds light on the factors critical for the successful implementation of telework including human resource management (HRM) practices, differences among generational cohorts, and the role of line managers. Chapter 1 presents the motivation for this dissertation, theoretical foundations, an overview of telework within the US federal government, and a summary of the three research studies conducted. Chapter 2 introduces the first manuscript, which examines the impact of HRM practices on telework participation among US federal employees using the Ability, Motivation, and Opportunity (AMO) framework. This study analyzes data from the 2015 Federal Employee Viewpoint Survey (FEVS) through multinomial logistic regression. The results highlight that skills enhancement, promotional opportunities, and cooperative work environments significantly correlate with the likelihood of telework participation. Chapter 3, the second manuscript, applies generational cohort theory to investigate differences in telework participation among generational groups. Utilizing multinomial logistic regression analysis on FEVS data from 2013, 2014, and 2015, the study finds varied preferences for telework across Millennials, Generation X, Late Baby Boomers, and Early Baby Boomers. Generation X shows the most likelihood of telework participation compared to Millennials and Baby Boomers, with Early Baby Boomers displaying the least inclination. Chapter 4, the third manuscript, assesses the role of line managers as HRM partners and facilitators in telework participation. Applying Leader Member Exchange (LMX) theory and 2015 FEVS data, the study finds that the quality of relationships between line managers and employees -marked by mutual trust, support, and respect – enhances the likelihood of telework participation. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and avenues for future research directions.en
dc.description.abstractgeneralThis dissertation investigates telework challenges within the US federal government, focusing on key factors that contribute to successful telework implementation. It consists of three interconnected studies, each addressing different aspects of telework from a human resource management perspective. The first study examines how human resource management (HRM) practices influence telework participation among federal employees. It found that skills enhancement, fair promotion opportunities, and cooperative work environments significantly increased the likelihood of teleworking. These findings suggest that HRM systems need to be adaptive and supportive through the alignment of practices with telework goals to ensure effective implementation. The second study explores generational differences in telework participation. The research showed that Generation X employees are the most likely to participate in telework, followed by Millennials and Late Baby Boomers, while Early Baby Boomers are the least likely. These findings underscore the importance of tailoring telework policies to the preferences of different generational groups. The third study focuses on the role of line managers in supporting telework. It demonstrated that strong relationships between employees and their supervisors, characterized by mutual trust, support, and respect, significantly enhance telework participation. This highlights the critical role of managerial support in successful telework programs. The dissertation concludes with a summary of research findings, practical implications for managing telework in the federal government, and recommendations for future research. These insights can help public sector organizations develop effective telework programs that meet the diverse needs of their employees.en
dc.description.degreeDoctor of Philosophyen
dc.format.mediumETDen
dc.identifier.othervt_gsexam:40094en
dc.identifier.urihttps://hdl.handle.net/10919/119079en
dc.language.isoenen
dc.publisherVirginia Techen
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectteleworken
dc.subjectHRM practicesen
dc.subjectUS federal governmenten
dc.subjectAMOen
dc.subjectGenerationsen
dc.subjectBaby Boomersen
dc.subjectGeneration Xen
dc.subjectMillennialsen
dc.subjectline managersen
dc.subjectLMXen
dc.subjecttrusten
dc.subjectsupporten
dc.subjectrespecten
dc.titleExamining the Impact of Human Resource Management (HRM) on Telework Participation Among US Federal Employeesen
dc.typeDissertationen
thesis.degree.disciplinePublic Administration/Public Affairsen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.nameDoctor of Philosophyen

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