However, there are theoretical reas

However, there are theoretical reasons why an older and more tenured sample, in this case the virtual office workers, might have greater communication and work satisfaction. With maturity and experience in a job, workers might be more comfortable with more functional than social communication, and therefore they might be less concerned with, or more satisfied with, communication climate, horizontal communication, and organizational integration. They might also have a more firmly established organizational identification (Wiesenfeld et al, 1999a), which could affect integration and climate. Maturity and job tenure might support stronger reliance on self-referent and system-referent information (Conner, 2003), which could affect personal feedback and relationship with supervisor. So, the impact of demographic differences in the samples cannot be ruled out.

While it is tempting to make inferences from the virtual office workers rating personal feedback as the least satisfied communication factor, this was the least satisfying for traditional office workers too. In fact, the complete consistency in · ranking among the factors across each sample group suggests a very consistent, stable pattern of communication throughout the organization. What then, if not just demographics, would have made virtual workers more satisfied across the board than traditional office workers?

What the organization did

In many ways, the sample organization followed the models and recommendations made by researchers and the companies they have studied. For example, the company provided virtual office workers with a laptop computer with modem, fax card and mobility software, an extra phone line in the home and a cellular phone. The company also provided technical support in case of hardware or software problems. These factors are consistent with general recommendations to provide effective hardware and software infrastructure (Townsend et al., 1998) and to provide technical support so that teleworkers have whatever they need to perform their tasks and not be distracted by managing their own technology issues (Davenport and Pearlson, 1998).

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Namun, ada teori alasan mengapa sampel lebih tua dan lebih pengajar tetap, dalam hal ini kasus pekerja kantor virtual, mungkin memiliki komunikasi yang lebih besar dan bekerja kepuasan. Dengan jatuh tempo dan pengalaman dalam pekerjaan, pekerja mungkin lebih nyaman dengan lebih fungsional dari komunikasi sosial, dan karena itu mereka mungkin kurang peduli dengan, atau lebih puas dengan, iklim komunikasi, komunikasi horisontal dan organisasi integrasi. Mereka mungkin juga memiliki identifikasi organisasi lebih tegas mapan (Wiesenfeld et al, 1999a), yang dapat mempengaruhi integrasi dan iklim. Kepemilikan kedewasaan dan pekerjaan mungkin dukungan kuat kepercayaan diri-rujukan dan rujukan sistem informasi (Conner, 2003), yang dapat mempengaruhi hubungan dengan atasan dan umpan balik pribadi. Jadi, dampak demografis perbedaan dalam sampel tidak dapat dikesampingkan.Meskipun memang menggoda untuk membuat kesimpulan dari pekerja kantor virtual rating umpan balik pribadi sebagai faktor komunikasi paling tidak puas, ini adalah paling tidak memuaskan bagi pekerja kantor tradisional juga. Pada kenyataannya, konsistensi lengkap · peringkat antara faktor-faktor di masing-masing kelompok sampel menunjukkan pola sangat konsisten, stabil komunikasi seluruh organisasi. Apa kemudian, jika tidak hanya demografi, akan membuat pekerja virtual lebih puas di seluruh papan daripada pekerja kantor tradisional?Apakah organisasiIn many ways, the sample organization followed the models and recommendations made by researchers and the companies they have studied. For example, the company provided virtual office workers with a laptop computer with modem, fax card and mobility software, an extra phone line in the home and a cellular phone. The company also provided technical support in case of hardware or software problems. These factors are consistent with general recommendations to provide effective hardware and software infrastructure (Townsend et al., 1998) and to provide technical support so that teleworkers have whatever they need to perform their tasks and not be distracted by managing their own technology issues (Davenport and Pearlson, 1998).