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Teleworking is defined broadly as "working from anywhere at anytime" ([35] Kurland and Bailey, 1999), or performing one's work duties at a remote location. The term "telework" is used interchangeably with "telecommuting" and "virtual work" (e.g. [17] Gajendran and Harrison, 2007; [49] Siha and Monroe, 2006). As a practice, it is becoming increasingly common internationally ([13] Davis and Polonko, 2003). In fact, the mobile worker population is expected to increase from 758.6 million in 2006 to over 1.0 billion by 2011, representing 30 percent of the worldwide workforce ([51] Sudan et al. , 2007). Telework is a widespread practical concern that merits research attention.
Work arrangements
Telework is a broad term used to describe a variety of arrangements that involve working away from the employer's main campus. For instance, [35] Kurland and Bailey (1999) described four types of telework: home-based, satellite office, neighborhood work center, and mobile. In contrast, [18] Garrett and Danziger (2007) define telework as:
(a) those whose remote work is from the home or in a satellite office, (b) those whose telework is primarily in the field, and (c) those whose work is "networked" in such a way that they regularly work in a combination of home, work and field contexts (p. 29).
The present study compared workers employed by a single organization, but with four primary work locations: the employer's main office, a satellite office, a client site, and the employee's home. While telework theorists ([18] Garrett and Danziger, 2007; [35] Kurland and Bailey, 1999) differentiate between types of work arrangements, little research has examined how work arrangements impact individual and organizational outcomes. The purpose of the present study, therefore, is toward filling the void in the research.
Theoretical framework
Numerous telework researchers and theorists have pointed out that working away from the central office changes the motivational qualities of work, as well as employee attitudes and organizational perceptions. [15] Feldman and Gainey (1997) considered the impact of telework from a job design standpoint. Drawing from [24] Hackman and Oldham's (1980) job characteristics model, [15] Feldman and Gainey (1997) suggested telework should have positive implications for employee motivation and attitudes; working away from the traditional office permits higher autonomy because it allows workers control over how and when work is performed....