Isolation, Loneliness, and Telework: The Role of Organizational Culture and Supervisor Support

• In Event: 50220 - Section on Organizations, Occupations, and Work Roundtables
  In Refereed Roundtable (60 minute): Table 10: Remote Work

Abstract

Following the Covid-19 pandemic, employee engagement and satisfaction have declined while telework rates have significantly increased in the U.S. labor market. Prior research suggests that employee feelings of isolation and loneliness are an important contributor to job satisfaction, turnover intentions and engagement, especially for teleworkers who have less face-to-face interaction with colleagues and supervisors. Few studies, however, have examined the independent roles of workplace isolation and loneliness in determining workplace outcomes. Additionally, very little research examines organizational factors that contribute to teleworkers’ perceptions of isolation and loneliness. Using original data from a survey conducted among N=1,267 teleworkers in the U.S., this study uses structural equation modeling to simultaneously estimate the independent influences of professional isolation and workplace loneliness on job satisfaction and turnover intentions. Additionally, we explore whether four elements of organizational context predict teleworker feelings of isolation and loneliness. Results find that both increased professional isolation and workplace loneliness are associated with lower job satisfaction and higher turnover intentions among teleworkers in the sample. We also find that a strong organizational climate for face time and low perceived organizational support for life outside of work significantly increase teleworker feelings of isolation, indirectly reducing job satisfaction and increasing turnover, though they had no influence on perceptions of loneliness. More frequent and higher quality interactions with supervisors and greater work-life supportive supervisor behaviors were associated with lower workplace loneliness, and thus higher job satisfaction and lower turnover intentions. Findings highlight the importance of both isolation and loneliness for teleworker outcomes. Results suggest that reducing both isolation and loneliness requires a two-pronged approach: fostering a supportive organizational culture that emphasizes work-life balance and reduces reliance on face time as a measure of success, while simultaneously equipping supervisors with tools to build meaningful and supportive connections with their teams.

Authors

• Samantha Brady, Brown University

• Lauren Cerino, Massachusetts Institute of Technology AgeLab

• Joseph F Coughlin, Massachusetts Institute of Technology AgeLab