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Trajectories of Teleworking via Work Organization Conditions: Unraveling the Effect on Work Engagement and Intention to Quit with Path Analyses

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  • Annick Parent-Lamarche

    (Department of Human Resources Management, Université du Québec à Trois-Rivières, Trois-Rivières, QC G8Z 4M3, Canada)

  • Alain Marchand

    (School of Industrial Relations, University of Montreal, Montreal, QC H3C 3J7, Canada)

Abstract

Several countries are currently experiencing worker shortages. In this context, which favors employees, employers must improve their offer to attract and retain employees, not only in regards to wage but also in regards to work organization conditions. Teleworking is one work organization condition (or human resource management practice) that is receiving increasing attention due to its increased prevalence in recent years. This cross-sectional study’s objective was to verify the influence of teleworking on work engagement and the intention to quit through its effects on work organization conditions (e.g., social support, workload, recognition, skill utilization, and number of hours worked). This study was based on the demands-resources model as teleworking can represent a demand or a resource and is likely to influence work organization conditions. Path analyses were carried out using Mplus software. A sample of 254 French Canadian staff members ( n = 254) from 19 organizations (small and medium-sized). The results indicate that teleworking is indirectly associated with a higher level of work engagement through its effect on skill utilization. Moreover, teleworking is indirectly and negatively associated with the intention to quit through its impact on skill utilization and work engagement. More specifically, teleworking is associated with an overall lower intention to quit. This study aimed to shed light on the mechanisms underlying the associations between teleworking, work engagement, and the intention to quit. Considering work organization conditions in this sequence modifies the effect of teleworking on both outcomes. Although it can be harmful (i.e., negatively associated with work engagement) when the work organization conditions are not considered, its positive influence on skill utilization reverses this effect. From a practical perspective, it seems crucial to ensure that teleworkers can use their skills to promote the success of its implementation.

Suggested Citation

  • Annick Parent-Lamarche & Alain Marchand, 2023. "Trajectories of Teleworking via Work Organization Conditions: Unraveling the Effect on Work Engagement and Intention to Quit with Path Analyses," Sustainability, MDPI, vol. 15(11), pages 1-15, May.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:11:p:8476-:d:1153788
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    References listed on IDEAS

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    1. Kevin Daniels & David Lamond & Peter Standen, 2001. "Teleworking: Frameworks for Organizational Research," Journal of Management Studies, Wiley Blackwell, vol. 38(8), pages 1151-1185, December.
    2. Ray Markey & Katherine Ravenswood & Don Webber, 2012. "The impact of the quality of the work environment on employees’ intention to quit," Working Papers 20121221, Department of Accounting, Economics and Finance, Bristol Business School, University of the West of England, Bristol.
    3. Silvia De Simone & Gianfranco Cicotto & Roberto Cenciotti & Laura Borgogni, 2021. "Perceptions of Social Context and Intention to Quit: The Mediating Role of Work Engagement and Interpersonal Strain," Sustainability, MDPI, vol. 13(14), pages 1-14, July.
    4. Annick Parent-Lamarche, 2022. "Teleworking, Work Engagement, and Intention to Quit during the COVID-19 Pandemic: Same Storm, Different Boats?," IJERPH, MDPI, vol. 19(3), pages 1-19, January.
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