A Self-Efficacy Theory Explanation for the Management of Remote Workers in Virtual Organizations

Abstract

The current study is a first step in investigating how virtual organizations can manage remote employees effectively. The research used self-efficacy theory to build a model that predicts relationships between antecedents to employees' remote work self-efficacy assessments and their behavioral and attitudinal consequences. The model was tested using responses from 376 remotely-managed employees in 18 diverse organizations. Overall, the results indicated that remote employees' self-efficacy assessments play a critical role in influencing their remote work effectiveness, perceived productivity, job satisfaction and ability to cope. Furthermore, strong relationships were observed between employees' remote work self-efficacy judgments and several antecedents, including remote work experience and training, best practices modeling by management, computer anxiety, and IT capabilities. Because many of these antecedents can be controlled managerially, these findings suggest important ways in which a remote employee's work performance can be enhanced, through the intermediary effect of improved remote work self-efficacy. The current study also provides a basis for future research in the remote work area through its development and testing of a remote management framework.