Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Abstract

Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional “brick-and-mortar” work forces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leader ship, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communica tion, to examine their importance and relevancy in virtual team’s effective ness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research em ployed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecom muting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. ex pressiveness, attentiveness, efficacy, knowledge, motivation. The target popu lation was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of ser vice. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leader ship can engage in telecommuting knowledge workers to increase and max imize productivity.