This dissertation investigates telework participation within the US federal government, structured through three interconnected articles from a human resource management perspective. It sheds light on the factors critical for the successful implementation of telework including human resource management (HRM) practices, differences among generational cohorts, and the role of line managers. Chapter 1 presents the motivation for this dissertation, theoretical foundations, an overview of telework within the US federal government, and a summary of the three research studies conducted. Chapter 2 introduces the first manuscript, which examines the impact of HRM practices on telework participation among US federal employees using the Ability, Motivation, and Opportunity (AMO) framework. This study analyzes data from the 2015 Federal Employee Viewpoint Survey (FEVS) through multinomial logistic regression. The results highlight that skills enhancement, promotional opportunities, and cooperative work environments significantly correlate with the likelihood of telework participation. Chapter 3, the second manuscript, applies generational cohort theory to investigate differences in telework participation among generational groups. Utilizing multinomial logistic regression analysis on FEVS data from 2013, 2014, and 2015, the study finds varied preferences for telework across Millennials, Generation X, Late Baby Boomers, and Early Baby Boomers. Generation X shows the most likelihood of telework participation compared to Millennials and Baby Boomers, with Early Baby Boomers displaying the least inclination. Chapter 4, the third manuscript, assesses the role of line managers as HRM partners and facilitators in telework participation. Applying Leader Member Exchange (LMX) theory and 2015 FEVS data, the study finds that the quality of relationships between line managers and employees -marked by mutual trust, support, and respect – enhances the likelihood of telework participation. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and avenues for future research directions. / Doctor of Philosophy / This dissertation investigates telework challenges within the US federal government, focusing on key factors that contribute to successful telework implementation. It consists of three interconnected studies, each addressing different aspects of telework from a human resource management perspective. The first study examines how human resource management (HRM) practices influence telework participation among federal employees. It found that skills enhancement, fair promotion opportunities, and cooperative work environments significantly increased the likelihood of teleworking. These findings suggest that HRM systems need to be adaptive and supportive through the alignment of practices with telework goals to ensure effective implementation. The second study explores generational differences in telework participation. The research showed that Generation X employees are the most likely to participate in telework, followed by Millennials and Late Baby Boomers, while Early Baby Boomers are the least likely. These findings underscore the importance of tailoring telework policies to the preferences of different generational groups. The third study focuses on the role of line managers in supporting telework. It demonstrated that strong relationships between employees and their supervisors, characterized by mutual trust, support, and respect, significantly enhance telework participation. This highlights the critical role of managerial support in successful telework programs. The dissertation concludes with a summary of research findings, practical implications for managing telework in the federal government, and recommendations for future research. These insights can help public sector organizations develop effective telework programs that meet the diverse needs of their employees.

This dissertation presents three article manuscripts investigating contemporary human resource management issues in the United States (US) federal government. Drawing on the behavioral public administration approach, the three articles hypothesize and test theoretical models using data from the US Office of Personnel Management's employee surveys. Chapter 1 introduces the motivation of this dissertation, theoretical backgrounds, and a summary of the three research studies conducted. Chapter 2 presents the first article manuscript, looking at the generational difference issue and its implications for theories and practices. Drawing on generational theories, this study empirically compares affective commitment of federal Millennials and Generation Xers. This study uses time-lag data from the 2011 Federal Employee Viewpoint Survey (FEVS) and the 2004 Federal Human Capital Survey (FHCS). The results show no statistically significant differences between the two generations in terms of their affective commitment levels and how several work experiences influence the two generations' attitude. As such, this study provides evidence to reduce generational stereotypes in the public sector. Chapter 3 draws on conservation of resources theory to address perceptions of workload in the public workplace. Using structural equation modeling method with data from the 2019 FEVS, this study finds that supervisor support can sequentially help enhance coworker support, perceived reasonable workload, and job satisfaction, while tangible job resources moderate the above relationship. This study deepens scholarly understandings and points to appropriate practical strategies to enhance employees' perceptions of reasonable workload and job satisfaction in public workplaces. Chapter 4 looks at the issue of trust in different levels of management and its effects on employees, building on the trickle effects models and job demands-resources model. Analysis of 2019 FEVS data finds that employee trust in senior leaders and direct supervisors are positively related to as well as interact with each other to influence public employees. This research also finds trust in senior leaders and direct supervisors indirectly affects extra-role behavior through psychological well-being, and that workload moderates these effects. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and future research directions. The quantitative empirical methods used in this dissertation contribute to a community of inquiry using diverse data and methods. / Doctor of Philosophy / This dissertation investigates issues related to managing people in the US federal government. Chapter 1 introduces the motivation of the study, lays out the theoretical background, and presents a brief summary of the three research studies conducted. Chapter 2 examines whether federal employees belonging to the Millennial generation (those born between 1982 and 1999) differ from those of the Generation X (those born between 1965 and 1981) in their affective commitment and how job experiences influence the attitude of these generations. The findings show no substantial differences between the two generations, providing evidence to reduce generational stereotypes in the public sector. Chapter 3 investigates the ways to help employees feel their workload as more reasonable and enhance their job satisfaction. It found that supervisor support can sequentially help enhance coworker support, perceived reasonable workload, and job satisfaction, while tangible job resources moderate the above relationship. As such, this study suggests appropriate management strategies to enhance employees' perceptions of reasonable workload and job satisfaction in public workplaces. Chapter 4 looks at the issue of trust in different levels of management and its effects on employees. It found that employee trust in senior leaders and direct supervisors can influence as well as enhance the effect of each other on employees. Also, trust in senior leaders and direct supervisors indirectly affects extra-role behavior through psychological well-being. Meanwhile, reasonable workload enhances the effect of trust in senior leaders on employees but decreases the effect of trust in supervisors on employees. Chapter 5 concludes this dissertation with summaries of research findings, the contributions of this dissertation, research limitations, and future research directions.