The study concluded that there is a significant impact of Telework Strategy on the quality of work life in Orange Jordanian Telecommunication Company, the telework strategy contributed to the quality of work life about (79%), also the telework strategy has a significant impact on all quality of work life dimensions (Psychological Pressure, Flexible Schedule, Employee Satisfaction, Work-Life Balance), and the telework strategy has the highest impact on the work life balance. Therefore, the researcher chose a convenient sampling method to distribute (300) questionnaires soft copies via email to the sample, 248 questionnaires were received back, thus the percentage of valid questionnaires is (82.2%), which then where analyzed and about (17.8%) of these questionnaires were excluded because either they are incomplete or were not received back. Based on the company's annual report for the year 2021, (493) employees work in Public Administration Center. The study population is the employees of Orange Jordanian Telecommunication Company. In order to achieve the objectives of the study, the researchers used the descriptive-analytical method. ![]() This study aims to identify the impact of Telework Strategy on the quality of work life during COVID-19 pandemic in Orange Jordanian Telecommunication Company. Managerial implications and directions for future research are discussed. Relationships between flextime and flexplace and organizational attraction were slightly stronger for individuals who prefer to integrate their work and non-work roles. Although the combination of a high level of both flextime and flexplace yielded the highest ratings of AOS and organization attraction, the interaction between flextime and flexplace was not statistically significant, suggesting flextime and flexplace have independent effects on recruitment outcomes. Results indicated main effects for both flextime and flexplace on both AOS and organization attraction with flextime having the stronger impact. Prospective employees (N = 130) participated in a 3 × 3 within-subject experiment in which they rated nine hypothetical organizations that varied in flextime and flexplace. To determine the relative importance of FWA dimensions as anticipated resources, this study experimentally manipulates discretion over when (flextime) and where (flexplace) one is expected to work on anticipated organizational support (AOS) and organization attraction. However, the time and place dimensions are frequently confounded in research, making the separate and joint effect of each on various outcomes unclear. Theoretically, these arrangements alter temporal and physical boundaries around work. ![]() Flexible work arrangements (FWAs) are widely implemented for organizational purposes including recruitment.
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