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Exploring Employee Engagement and Commitment in Virtual Environments University of Pennsylvania ScholarlyCommons Master of Science in Organizational Dynamics Theses Organizational Dynamics Programs 7-30-2020 Achieving The Dream Through A Screen: Exploring Employee Engagement And Commitment In Virtual Environments Lacinda Benjamin University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/od_theses_msod Part of the Organizational Behavior and Theory Commons Benjamin, Lacinda, "Achieving The Dream Through A Screen: Exploring Employee Engagement And Commitment In Virtual Environments" (2020). Master of Science in Organizational Dynamics Theses. 103. https://repository.upenn.edu/od_theses_msod/103 Submitted to the Program of Organizational Dynamics, College of Liberal and Professional Studies in the School of Arts and Sciences in Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Advisor: Virginia Vanderslice This paper is posted at ScholarlyCommons. https://repository.upenn.edu/od_theses_msod/103 For more information, please contact [email protected]. Achieving The Dream Through A Screen: Exploring Employee Engagement And Commitment In Virtual Environments Abstract The aim of this capstone is to explore factors that heighten the level of engagement and commitment of individuals who work virtually, or away from their organization's central office, at least four ysda a week. Drawing on a survey of 120 participants who work virtually in various industries, this project analyzes what factors can heighten or diminishes levels of engagement and organizational commitment in virtual workers. The survey uses factors that have been shown to enhance employee engagement and commitment in traditional work environments, such as clear communication and interpersonal relationships, to indicate how important these factors are for participants who work virtually. The survey data revealed that interpersonal relationships with coworkers, clearly stated team goals, and autonomy are three factors that increase employee engagement and commitment in virtual environments. Study findings suggest that effective management strategies can be implemented into organizations to reduce attrition rates and retain passionate employees. Keywords virtual employees, remote workers, employee engagement, organizational commitment Disciplines Organizational Behavior and Theory Comments Submitted to the Program of Organizational Dynamics, College of Liberal and Professional Studies in the School of Arts and Sciences in Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Advisor: Virginia Vanderslice This thesis or dissertation is available at ScholarlyCommons: https://repository.upenn.edu/od_theses_msod/103 ACHIEVING THE DREAM THROUGH A SCREEN: EXPLORING EMPLOYEE ENGAGEMENT AND COMMITMENT IN VIRTUAL ENVIRONMENTS by Lacinda M. Benjamin Submitted to the Program of Organizational Dynamics, College of Liberal and Professional Studies in the School of Arts and Sciences in Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Philadelphia, Pennsylvania 2020 ACHIEVING THE DREAM THROUGH A SCREEN: EXPLORING EMPLOYEE ENGAGEMENT AND COMMITMENT IN VIRTUAL ENVIRONMENTS Approved by: Virginia Vanderslice, Ph.D., Advisor Kimberly Torres, Ph.D., Reader ABSTRACT The aim of this capstone is to explore factors that heighten the level of engagement and commitment of individuals who work virtually, or away from their organization's central office, at least four days a week. Drawing on a survey of 120 participants who work virtually in various industries, this project analyzes what factors can heighten or diminishes levels of engagement and organizational commitment in virtual workers. The survey uses factors that have been shown to enhance employee engagement and commitment in traditional work environments, such as clear communication and interpersonal relationships, to indicate how important these factors are for participants who work virtually. The survey data revealed that interpersonal relationships with coworkers, clearly stated team goals, and autonomy are three factors that increase employee engagement and commitment in virtual environments. Study findings suggest that effective management strategies can be implemented into organizations to reduce attrition rates and retain passionate employees. Keywords: virtual employees, remote workers, employee engagement, organizational commitment iii ACKNOWLEDGEMENTS Up to this point in time, 2020 has been a year full of many unknowns. We are currently navigating our way through political, racial, and social unrest and a pandemic, while also working diligently to leave this planet in a better state than we found it. To the Organizational Dynamics class of 2020, I salute you for continuing to push forward despite all of the chaos. Thank you to my advisor Dr. Virginia (Ginny) Vanderslice and reader, Dr. Kimberly Torres. I cannot express enough gratitude for your continuous support in getting me to the finish line. Thank you for all of your words of encouragement during all those times when I didn’t believe that completing this capstone was possible. Neither of you let me believe that, and I am extremely thankful for your guidance throughout this process. Thank you to all of my friends for your unwavering support and allowing me space to vent about the pains of writing a capstone (smile). And, a special thanks to my capstone writing buddies, Lisette Garza and Marie Fazio, who have been on this writing journey with me from the very beginning. Lastly, thank you to my family who are my biggest cheerleaders. Most importantly, thank you to my parents. This accomplishment would not be possible if it weren’t for you instilling in me that I can achieve anything that I put my mind to. Sharon and Jerome Benjamin, please know that your sacrifices were not in vain. This is for you. iv LIST OF TABLES TABLE Page 1 Common Terms Used Interchangeably with Virtual Work 5 2 Participants’ Age 24 v LIST OF FIGURES FIGURE Page 1 Maslow’s Hierarchy of Needs 11 2 Employee Engagement/Employee Commitment (Benjamin, 2020) 18 3 Gender Demographic 24 4 Summary of Strategies Used by Organization to Enhance Connections 30 5 Virtual Work Implementation Plan (Benjamin, 2020) 39 vi TABLE OF CONTENTS Page ABSTRACT iii ACKNOWLEDGEMENTS iv LIST OF TABLES v CHAPTER 1 Introduction 1 Background Purpose of Capstone Capstone Outline 2 Literature Review 5 What is Virtual Work? Employee Engagement Explained How Does Employee Engagement Show Up in Virtual Work Settings? Two-Way Street: Employee Organizational Commitment Employee Engagement and Employee Commitment Overlap 3 Methodology 21 Research Overview Data Collection Through Survey 4 Data Analysis 24 Who Are the Virtual Workers? Most Common Industries for Virtual Workers Employee Engagement with Team Members Engagement with Leadership What Keeps Employees Engaged? Commitment to the Organization Employee Commitment and Retention Participants’ Thoughts on Virtual Work 5 Discussion 34 Why Should We Care About Virtual Work? Ingredients for Engagement and Commitment from Virtual Employees Implementing a Remote Work Option into an Organization Limitations and Role of the Researcher 6 Conclusions and Future Research 41 vii REFERENCES 43 APPENDIX A Engagement with Coworkers Survey Questions 49 viii 1 CHAPTER 1 INTRODUCTION Background For most of my adult life, my work experience has been in traditional office spaces. Compared to my parents, my work experiences have been quite different. I grew up in a small, working class town in Pennsylvania where blue-collar, factory jobs predominated and having a college degree was a rarity. Two of the biggest factories in the area were Rohm & Haas, a specialty chemical manufacturer, and Keystone Lighting, a lighting manufacturer. My father worked at the latter for seven years as an assembly line worker, followed by other types of blue-collar jobs. During my toddler years, my mother worked as a nurse’s assistant. She eventually moved on to customer service work as a customer service/sales supervisor at a large and very busy call center. This was her last job before she passed away. My parents worked extremely hard to carve an easier path for me and provide opportunities that they never had. I am proud to be a college graduate and I consciously recognize that privilege every day. Through my own work experiences, I know how central technology is within the professional realm. Technology has advanced in such a way that a lot of tedious tasks (e.g., calculating, writing by hand, searching for information in an encyclopedia) are now done with just a few clicks on a computer. We can connect to others instantly, no matter where we are in the world. Over my 23 years working, technology has made significant leaps and bounds, such as having the ability to gather information and exchange information instantaneously. While technology advancements will continue, workplaces 2 have to remain knowledgeable about the newest technologies that are available. Having this knowledge can help organizations stay relevant and efficient ("COVID-19 Work from Home," 2020). Purpose of Capstone Due to COVID-19, organizations, no matter the size or industry, confront the virtual realm of work and how to keep the company afloat and profitable with no central office in operation. If access
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