Telework Contribute to Effective Public Sector Management

Question: Describe about the Research for Telework Contribute to Effective Public Sector Management. Answer: Brief Overview of the Research The project is relevant when applied to the changing and improving work process. There is a striving goal for continuous organizational change that will be fulfilled by applying resources and tools over the long-term. However, it has been recognized that telework can serve the purpose of valuable transportation demand management tool. In a public sector management, its worth is provided by information and education that have been conducted through various demonstration programs. Conversely, the development of telework needs proactive support to meet the social needs, small business development and its growth is irrespective of the public sector action (Beach, 2015). However, telework in public sector management provides cost savings approach, improvement in productivity, expanded work opportunities, employee satisfaction and environment friendliness (Friedrick Mark, 2011). The objective of this research is to identify various management strategies that can be applied to the effectiveness of public sector management. Moreover, it will highlight the various benefits as well as challenges that will be recognized and contributed to telework operation. Brief Overview of Research Procedures The research procedures will be based on a pilot test of the questionnaire which will be based on an exploratory study on a group of participants. According to Baard and Thomas (2011), before distributing the questionnaire, the sequence will be changed to avoid any influence because of previous questions as suggested by Baard Thomas (2010). However, the reliability of the questionnaire will be checked to yield appropriate results. According to A de Waal (2014), a survey will be enclosed on the existing data, records and documents based on the current practice and its relation to public sector management. Brief Overview of Data Collection and Analysis The descriptive analysis will be incorporated in the data. The data collection will be majorly done on the quantitative method applied on the questionnaire. However, the questionnaire will constitute of 5-point Likert Scale. The 5-point Likert Scale includes dimensions as "strongly agree", "agree", "neutral", "disagree" and "strongly disagree." The data will be recorded for all the participants and stored in the form of responses on the Likert Scale. Characteristics of the Desired Sample The desired sample will be based on the variable group of employer or employees that work as a teleworker with a skill set that belonged to inclusion criteria like motivation, productivity and job satisfaction rationale. Moreover, the desired sample incorporates prospective participants that can hold a telework management or supervisory position in the public sector (Day Burbach, 2015). Identification and Recruitment of Participants The desired sample will be chosen by the workers who are disciplined, self-directed, enthusiastic and self-motivated. However, they would be able to function in a less structured environment with responsiveness and time management skills. The sample would possess qualities that could be highlighted in communication with less interaction on a social level (Taskin Bridoux, 2010). However, the teleworker will be recruited on its diligence and knowledge that not only help in the growth of human resource personnel in the public sector but will also help in managing the resources efficiently. Subjects Enrolled in the Study The research will be based on a wider platform to attain a generalized yet specific result. The research will incorporate teleworkers from three organizations such that one organization will be multinational joint venture firm and rest two organizations will be from public sector. A total of 75 participants will be taken into consideration such that 25 participants will be from multinational joint venture firm and rest 50 participants are from public sector organizations. Nevertheless, the participants will be closely knitted with the characteristics of the teleworker. However, only those companies will be approached that have basic working practices for teleworkers. On the other hand, consent from RRC would be required in the if the research needs more participants from the existing organizations. Privacy and Confidentiality of Participant Information The privacy of the participant's information will be based on two types of information namely coded and anonymised information. The coded information will remove the direct identifier and will incorporate the names with a code to avoid the breach of identity. On the other hand, anonymized information reduces the risk of identification as no codes are allotted, and a future re-linkage is not maintained. However, the direct identification of the participant is low or very low. The confidentiality of the participant can be maintained on the protocol of data security that safeguards the confidentiality of identifiable data (Liaw Tam, 2015). References Baard, N., Thomas, A. (2010). Teleworking in South Africa: Employee benefits and challenges.SA Journal of Human Resource Management,8(1), 10-pages. Beach, L. R. (2015).Human resource management in the public sector: Policies and practices. Routledge. Day, F. C., Burbach, M. E. (2015). Does Organization Sector Matter in Leading Teleworker Teams? A Comparative Case Study.International Journal of Business Research and Development (IJBRD),3(4). de Waal, A. (2014). The employee survey: benefits, problems in practice, and the relation with the high performance organization.Strategic HR Review,13(6), 227-232. Frederick, C., Mark, E. (2011). Telework considerations for public managers with strategies for increasing utilization.Communications of the IBIMA. Liaw, S. T., Tam, C. W. M. (2015). Research ethics and approval process: a guide for new GP researchers.Australian family physician,44(6), 419. Taskin, L., Bridoux, F. (2010). Telework: a challenge to knowledge transfer in organizations.The International Journal of Human Resource Management,21(13), 2503-2520.