Effects of a sense of isolation on productivity among office workers, managers, and telecommuters

Companies considering moving some or all of their employees to a virtual work environment have a critical need for empirical data relating to the effects of this transition in order to make an informed decision. This study addressed whether employee isolation or a perceived lack of social interaction had an impact on productivity as a function of gender, workplace environment, and manager or nonmanager status. Eagly's social role theory provided the theoretical foundation for this study by identifying the importance of gender role association and the potential conflicts associated with isolation and the inherent female need for social interactions. The research questions asked if and how productivity changes as a function of gender, manager, or nonmanager status, and work environment. A quantitative survey, developed by the researcher, was administered to a sample of male and female nonmanagers and managers in both virtual and traditional work settings. The results showed significantly higher productivity among nonmanager virtual employees overall. Results also indicate as isolation increases for nonmanager virtual employees productivity will decrease. As corporations become more global and virtual offices more commonplace, corporations must assess the human impact of creating these isolated environments. This study provides a vital starting point for addressing the human issues associated with the social changes continuing to occur in our evolving workplace. Those considering the virtual office work setting will benefit from this study by knowing isolation and lack of social interaction did not significantly reduce the participants' ability to be productive.