1- Department of Public Administration, Institute for Planning Studies, Tehran, Iran.
2- Department of Public Administration, Institute for Planning Studies, Tehran, Iran. ,h.taherpour@imps.ac.ir
2- Department of Public Administration, Institute for Planning Studies, Tehran, Iran. ,
Abstract: (443 Views)
Purpose: The present study aimed to design a job model to assess the feasibility of teleworking in public jobs and to determine job criteria for decision-making for teleworking.
Methodology: The type of this research was inductive, applied, and field survey. We prepared twelve separate questionnaires for the activities of twelve general jobs, each of which included twenty-five teleworking indicators. The twelve general jobs were the ones occupied by experts in administration, finance, public relations, planning, training and development, budgeting, accounting, research, software analyzing and developing, IT, HR, and construction and facilities areas. The sample size consisted of 180 subjects who were selected through available sampling method from the following agencies: Administration and Employment Organizations, The Center for Tehran City Studies and Planning, The Institute for Management and Planning Studies, The Iranian Insurance Center, and Atieh Hospital. We used exploratory factor analysis to analyze the data.
Findings: The results were categorized into five factors: the need for transparency, no need for coordination or face-to-face interactions, the need for advanced knowledge and no need for close supervision, lack of task sensitivity, and no need for physical presence.
Originality: Teleworking implemented in organizations has not been based on specific indicators or standards; besides, critical conditions such as infectious diseases, air pollution, energy shortages have affected teleworking. In fact, false and unrealistic teleworking has been implemented in organizations. Given the fact that job characteristics play a significant role in assessing the organization's readiness for successful implementation of teleworking, it is essential to pay attention to the suggested factors for teleworking introduced here.
Methodology: The type of this research was inductive, applied, and field survey. We prepared twelve separate questionnaires for the activities of twelve general jobs, each of which included twenty-five teleworking indicators. The twelve general jobs were the ones occupied by experts in administration, finance, public relations, planning, training and development, budgeting, accounting, research, software analyzing and developing, IT, HR, and construction and facilities areas. The sample size consisted of 180 subjects who were selected through available sampling method from the following agencies: Administration and Employment Organizations, The Center for Tehran City Studies and Planning, The Institute for Management and Planning Studies, The Iranian Insurance Center, and Atieh Hospital. We used exploratory factor analysis to analyze the data.
Findings: The results were categorized into five factors: the need for transparency, no need for coordination or face-to-face interactions, the need for advanced knowledge and no need for close supervision, lack of task sensitivity, and no need for physical presence.
Originality: Teleworking implemented in organizations has not been based on specific indicators or standards; besides, critical conditions such as infectious diseases, air pollution, energy shortages have affected teleworking. In fact, false and unrealistic teleworking has been implemented in organizations. Given the fact that job characteristics play a significant role in assessing the organization's readiness for successful implementation of teleworking, it is essential to pay attention to the suggested factors for teleworking introduced here.
Keywords: Teleworking, Necessity of Transparency, No Need For Coordination, Need For Advanced Knowledge, No Need For Close Supervision, Lack of Task Sensitivity, No Need For Physical Presence.
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