Organizational leaders and managers may not have the management acumen, organizational awareness, or leadership expertise to construct and implement effective strategies, policies, and procedures to help reduce the frequency of the phenomenon of workplace isolation. The purpose of this qualitative, exploratory, multiple case study was to gain a common understanding about how workplace isolation may influence a remote employee'€™s performance in a customer service organization in the United States. Emerson'€™s social exchange theory was used as the conceptual framework. A series of semistructured interviews with 21 remote workers that consisted of four different divisions at the same organization was conducted to yield thematic results. Data analysis included holistic and pattern coding. The most common understandings that emerged into themes were the need of social interaction, manager communication, and peer-to-peer interactions that had an influence on job performance. The knowledge acquired in this study can affect social change by providing insights for leaders, managers, and practitioners to create policies and strategies to improve the engagement, performance, and well-being of remote workers who may experience workplace isolation.

People who telecommute or work in virtual settings report higher satisfaction from increased flexibility and autonomy. However, relationships with leaders are more difficult to build, particularly as leadership in virtual workplaces tends to be less hierarchical. It is known that leader-member communication is an important aspect of employee job satisfaction and a significant problem exists for leaders who are ill-prepared to function in the leadership role required by a virtual workplace. The purpose of the quantitative study was to examine if employee job satisfaction predicts attitude toward virtual workplace setting and if this relationship is moderated by leader-member communication and leadership style. The theoretical frameworks that guided the study were the job demands-resources model and media richness theory. Relationships between variables were explored using correlation and multiple regression, while controlling for moderating variables. 145 of the 295 telecommuters fit the parameters. The findings revealed a significant relationship between attitude toward telecommuting and job satisfaction. The leader-member exchange and transformational leadership styles significantly and positively affected the relationship between attitude and job satisfaction, while passive avoidant leadership style significantly and negatively affected the relationship between attitude and job satisfaction. These findings can help leaders as they aim to improve communication for the growing number of employees who telecommute.

The present study examined how certain characteristics of flexible work, the home environment, and the individual impact the outcomes of work-family conflict, job satisfaction, organisational commitment, and psychological strain. A questionnaire measuring perceptions of control, flexibility, job involvement, family involvement, work to family and family to work conflict, organisational commitment, job satisfaction, family support, physical boundaries, workplace isolation, psychological strain, personality, and demographic information was created and posted online. An email was circulated to 390 virtual sales employees from one large organisation in the United States inviting them to participate in the study, and 278 people responded. Results identified characteristics of the type of work, work enivronment, and the individual that are predictive of individual and organisational outcomes. Findings supported hypotheses that control, flexibility, and family support positively impact the outcomes of conflict, satisfaction, and strain for virtual workers. Job involvement was found as predicted to positively impact work to family conflict, and family involvement was positively related to family to work conflict. Contrary to predictions, a negative relationship was found between job involvement and strain, suggesting that those who identify more highly with their job also experience less strain. Consistent with earlier studies, workplace isolation was associated with reduced job satisfaction and organisational commitment (Marshall, Michaels, and Mulki, 2007). In line with boundary theory (Voydanoff, 2005), it was hypothesised that the presence of physical boundaries between work and non work domains would significantly impact measures of conflict and strain for virtual workers. However, results indicated no significant effects. A comparison of perceptions of work-family conflict between individuals with children at home and those without illustrated no significant differences between employees with children at home and those without. Speculated explanations for inconsistent findings are addressed in the discussion chapter. Work to family conflict was predicted to mediate the relationship between flexibility and job satisfaction for virtual workers, and analysis supported the presence of partial mediation. Family to work conflict was also predicted to mediate the flexibility and job satisfaction relationship, however, results were not significant in this case. Uses of workspace (i.e. for work, leisure, family activities, etc.) were tested as mediator for the relationship between family to work conflict and job satisfaction, and results did not support a mediation effect. In sum, findings of this study identify sources of both positive and negative outcomes for people working from home. Although individuals' experiences working virtually differ greatly, this study identifies common challenges and issues they face. By pinpointing the sources of conflict, satisfaction, commitment, and strain in the home office, organisations and individuals can take steps to protect workers against negative outcomes, and maximise positive outcomes. Implications and limitations of this study are discussed in the final chapter.

With millions of people telecommuting each day, business leaders need to understand the factors contributing to job satisfaction among telecommuters. Drawing from the theory of purposeful work behavior, the purpose of this correlational study was to provide decision makers with information about the factors associated with job satisfaction among telecommuters. The research question addressed the relationship between gender, age, and level of telecommuting and job satisfaction. Using multiple linear regression analysis of 65 telecommuter survey respondents, the results (F(3,61) = 2.4, p > .05) indicated that no statistical significant relationships were found between job satisfaction and the predictor variables; however, the results indicated that job satisfaction among telecommuters was high, regardless of demographic variables. Additionally, a correlational analysis determined that a correlation exists between age and job satisfaction as well as age and level of telecommuting. Knowing that job satisfaction is ubiquitous among telecommuters and that correlations exist around age contributes to the knowledge base on the impacts of telecommuting. Business leaders could benefit from these findings when implementing telecommuting policies or procedures. Implications for social change are that satisfaction may increase when employees have the option to telecommute, which can affect business profitability. In addition, fewer people commuting to work decreases emissions and improves the environment.