| Organizations are consumers of human capital through technological means. Flexibility in work hours and locations can assist employee productivity; however, it can also foster a blurred distinction between work time and personal time (Robbins & Judge, 2007). Employees are given the tools to stay connected outside of a straightforward 40 hour work week in the name of enhanced productivity and/or flexibility with regard to their work arrangements. Organizational policies regarding ICTs have been limited to proscriptive measures (e.g. prohibiting installation of specific applications or downloads) as opposed to providing managerial parameters in the form of formal or informal policies.;The purpose of this research was to provide a view of the multifaceted problem of managing technology (specifically ICTs) while balancing the needs of the humans within organizations who utilize those technologies. This dissertation investigated whether or not organizations have policies concerning employees' constant connectivity to work during non-working hours through ICTs. This research also examined whether HR professionals, who would typically be involved in the formation of organizational policy, anticipated the formation and adoption of policies regarding employees' usage of organizationally-provided/subsidized ICTs during non-working hours. Based upon data collected, a framework for a best-practices policy model was developed.;Keywords: technology management, organization policy, ICT, work/life balance, HRM... |
