Literature Review: Managing Professionals
in Virtual Environment

by: Kimberly Wylie

Table of Contents

Abstract 2

Executive Summary 2

Literature Review  3

Discussion 13

References 14

Abstract

As technology has evolved, the reality of virtual organizations has begun to take hold in a variety of industries. It is now commonplace for employees to work, at least in part, from offsite. Telecommuting is a reality that has allowed companies to reduce costs, become more competitive, and facilitate happier more productive employees. Virtual employees, or “telework is one of the most radical departures from standard working conditions in the suite of flexible work practices now gaining widespread acceptance.” (Daniels, Lamond, & Standen, 2001) Literature Review: Managing Professionals in Virtual Environment

Executive Summary:

As technology has evolved, the reality of virtual organizations has begun to take hold in a variety of industries. It is now commonplace for employees to work, at least in part, from offsite. Telecommuting is a reality that has allowed companies to reduce costs, become more competitive, and facilitate happier more productive employees. Virtual employees, or “telework is one of the most radical departures from standard working conditions in the suite of flexible work practices now gaining widespread acceptance.” (Daniels, Lamond, & Standen, 2001) In addition, it has allowed employers assist their employees in meeting that ever so delicate work-life balance. As Tronco (2001) notes, “an increasing number of companies are finding that, for some of its employees, working from home just makes sense.” In 2000, Cascio noted, “Virtual workplaces, in which employees operate remotely from each other and from managers, are a reality, and will become even more common in the future.” Information Technology team members are particularly well suited for virtual positions. Technology today allows IT professionals to remotely assist users, at any hour of the day. Innovations such as web cams have even added a personal touch to remote IT staff. However, managing virtual employees requires new strategies, to ensure they are performing as effectively and efficiently as possible. Kirkman, Rosen, Gibson, Tesluk, & McPherson (2002) note the challenges virtual employees my face, especially as members of virtual teams. They identify “five challenges that organizations can expect to encounter in establishing, maintaining, and supporting virtual teams, e.g., building trust, cohesion, and team identity, and overcoming isolation among virtual team members.” Watson-Manheim, Chudoba, and Crowston (2002) note that virtual work environments create “discontinuities (which) are gaps or a lack of coherence in aspects of work.”

The following literature review discusses previous research on the topic of virtual employees in the workforce, and was more narrowly defined to the topic of the challenges that are faced in managing these new workers. Surprisingly, there was no relevant research available dealing with the management of virtual IT personnel specifically; yet, much of the research done on managing virtual employees, in general, was relevant to IT professionals and informative. However, the lack of IT profession specific research clearly emphasizes an area where research is currently lacking.

Literature Review:

Tronco (2001) discusses the challenges often faced by managers in ensuring that employees are functioning as productively as possible when working virtually. He notes, “An increasing number of companies are finding that, for some of its employees, working from home just makes sense. Employees who are entrepreneurial, independent, dependable and creative by nature often work best as virtual employees.” (Tronco, 2001) However, in addition to these benefits, there are challenges as well.

To overcome these challenges, Tronco suggests ensuring that several steps are being taken. First, he emphasizes the importance of regular communication with virtual employees. Expressed appreciation is also key to successful virtual employee management. And, finally, ensure that technology is being utilized to its fullest to facilitate communication. For example, organizations can use tools such as instant messaging, and a free voice-mail/fax/email service to receive faxes. Complimentary technology, such as eGroups.com, a free Web bulletin-board service, can archive employee conversations for review and reference later. (Tronco, 2001) Tronco’s credentials were not discussed, but some very valuable information was put forth. A valid point was made about communication and appreciation, as oftentimes employees in all fields that are working virtually feel disconnected from the rest of the organization. And, it may be easier for managers not to express their appreciation without physically seeing the employee day in and out.

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