Many employers, including the federal government, have introduced or extended their telework arrangements because of the associated advantages, which include cost-efficiency, personnel pool enlargement, and employee well-being and motivation. Despite the continued interest from both academics and practitioners, little understanding has emerged about this work arrangement, with scant studies in public administration and organization literature. Among those studies, consensus has not been formed as to the organizational benefits, especially on performance or employee motivation. Previous studies have also overlooked the heterogeneous characteristics of teleworkers, the dynamics between teleworkers and nonteleworkers, and especially, the role of supervisors in managing telework to achieve proposed benefits. This study adds to previous literature by empirically examining the role of supervisors in managing/motivating teleworkers toward improving organizational performance, using data from the 2011 Merit Systems Protection Board (MSPB) Telework study. Findings suggest that supervision which includes results-based management and trust-building efforts improves performance of organizations that have telework arrangements.

包括联邦政府在内的许多雇主已引入或扩展了他们的远程办公安排，因为它们具有相关的优势，包括成本效益，人员库扩大以及员工的福祉和动力。尽管学者和从业者一直对此表示兴趣，但对于这种工作安排的了解很少，公共管理和组织文献研究也很少。在这些研究中，尚未就组织的利益达成共识，尤其是在绩效或员工激励方面。先前的研究还忽略了远程工作人员的异质性，远程工作人员与非远程工作人员之间的动态关系，尤其是监督员在管理远程工作以实现所提议的收益方面的作用。本研究使用2011年优点系统保护委员会（MSPB）远程研究的数据，通过实证研究了主管在管理/激励远程工作者以改善组织绩效中的作用，从而增加了以前的文献。研究结果表明，监督包括基于结果的管理和建立信任的努力，可以改善具有远程办公安排的组织的绩效。