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ORIGINAL RESEARCH article

Front. Organ. Psychol
Sec. Performance and Development
Volume 2 - 2024 | doi: 10.3389/forgp.2024.1430812
This article is part of the Research Topic Implications of Remote Work on Worker's Performance View all articles

Supervisory performance in telework: The role of job demands, resources, and satisfaction with telework

Provisionally accepted
José M. Peiró José M. Peiró 1,2*Felipe Bravo-Duarte Felipe Bravo-Duarte 1Baltasar González-Anta Baltasar González-Anta 3Adrián Todolí Adrián Todolí 4
  • 1 Research Institute of Personnel Psychology, Organizational Development and Quality of Working Life [IDOCAL], University of Valencia, Valencia, Valencian Community, Spain
  • 2 Valencian Institute of Economic Research, University of Valencia, Valencia, Valencia, Spain
  • 3 Department of Psychology and Sociology, Faculty of Social and Human Sciences, University of Zaragoza, Teruel, Spain
  • 4 Faculty of Law, University of Valencia, Valencia, Valencian Community, Spain

The final, formatted version of the article will be published soon.

    Digitalization and the pandemic have transformed work, increasing flexibility and remote arrangements. A critical factor in these transformations' success is supervisors' competencies. Consequently, new tools for assessing supervisory performance are required, particularly considering subordinates' evaluations. This study investigates the role of three telework resources (structural support, telework readiness, and monitorization) and three demands (workload, isolation, and information overload) in predicting employees’ evaluation of supervisors, with satisfaction with telework as a moderator. A survey among 322 Spanish teleworkers revealed that organizational structural support positively correlates with subordinates’ evaluation of their supervisor, while monitorization shows a negative relationship. Telework demands studied demonstrated no significant relationship with the outcome. Interaction effects between resources and satisfaction with telework added predictive power. Implications for workers and organizations are discussed.

    Keywords: telework1, supervisors2, performance3, demands4, resources5

    Received: 10 May 2024; Accepted: 26 Jul 2024.

    Copyright: © 2024 Peiró, Bravo-Duarte, González-Anta and Todolí. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

    * Correspondence: José M. Peiró, Research Institute of Personnel Psychology, Organizational Development and Quality of Working Life [IDOCAL], University of Valencia, Valencia, 46010, Valencian Community, Spain

    Disclaimer: All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article or claim that may be made by its manufacturer is not guaranteed or endorsed by the publisher.