María Pilar de Luis Carnicer

Analysis of internal and external labour mobility: A model of job‐related and non‐related factors

This paper shows the results of a survey to Spanish employees about labour mobility and its determinants. Job non‐related factors are more significant than job related factors to explain the employees’ labour mobility. The employees perceptions about job satisfaction, pay fairness, and work‐family conflict are more explanatory of labour mobility than traditional job‐related factors like pay or social benefits.

The environmental impacts of teleworking

This paper analyses the environmental impacts of teleworking. Some empirical studies indicate a positive relationship between the use of teleworking and the reduction of commuting and pollution. The article discusses the variables that impact on the use of teleworking in urban environments, and shows a case estimation for a Spanish city.

The organizational implications of human resources managers’ perception of teleworking

Human resource managers are prime decision‐makers in the adoption of teleworking. This paper shows the results of an empirical study of the perceptions of HR managers about the feasibility of teleworking within their organizations. Teleworking feasibility is significantly explained by the percentage of tasks suitable to teleworking, the employees’ involvement in task design and programming, the percentage of salespeople in the workforce, the degree of work‐location sharing for teleworking, the use of information and communication technologies, and the degree of innovation. HR managers in small companies perceive a greater feasibility than HR managers in large companies.

Gender differences of mobility: analysis of job and work‐family factors

This paper analyzes the results of a survey about labor mobility of a sample of 1,182 Spanish employees. The results indicate that women have lower mobility than men, and that the mobility of men and women is explained by different factors. The employee’s perceptions about job satisfaction, pay fairness, and employment stability are also more explicative of job mobility than traditional job‐related factors, such as wages or training. These results have managerial implications for the segmentation of men and women in the labor market.

Top Manager and Institutional Effects on the Adoption of Innovations: The Case of Teleworking 1

In spite of the advances in information and communication technologies, the implementation of teleworking is still behind early expectations. The slow adoption of teleworking may be explained by different organizational drivers that influence its implementation. This article reports the empirical findings of a survey conducted among a sample of Spanish companies to identify potential drivers and constraints based on top manager and institutional perspectives. The results indicate that the potential of teleworking is influenced by the managers perception of teleworking benefits and barriers, the managers tenure, the companys use of information and communication technologies, the companys degree of innovation, the proportion of salespeople, women and middle-age employees in the workforce, and the company size. Top manager factors seem to have more influence in the decision to adopt teleworking, while institutional factors are more significant in the potential diffusion in the company.

Human resources mobility management: a study of job related and non-related factors

This paper analyses the results of a survey about labour mobility, which used a representative sample of 1,185 Spanish employees. The results indicate that the perceptions of jobs, such as job satisfaction, fairness of pay, employment stability and work-family balance are explanatory factors of job mobility, while some human resources management practices, such as internal training, may have effects opposite to those expected. Different types of mobility have been studied: occupational mobility is greater in large companies, and among senior, younger and more trained employees; voluntary turnover is more frequent among male employees, who have a greater level of formal education, have had access to more training and have reached a higher level of professional category; intentions to quit increase among junior and younger employees who have had no access to training in the company. The results also have implications for the analysis of dualities in the labour markets.