Proceedings of 8th European Assembly on telework (Telework2001)

132could imagine in the form <strong>of</strong> telework. The data collected revealed that (in theory) one out <strong>of</strong> tenemployees could perform his/her work as a teleworker in the future.Fields <strong>of</strong> teleworkingWhen looking at in what specific fields telework itself can be employed, Hungarian mid a largecompany managers have defined four fields <strong>of</strong> work which could create an opportunity for arelatively high number teleworkers. They are as follows:• accounting• market research• translations• data recordingThose questioned by the survey <strong>of</strong> Psyma could imagine even 50-60 % work in these fields thatcould be performed - also at their firm - in the form <strong>of</strong> telework.Conditions <strong>of</strong> teleworking in HungaryAccording to the data given by the National Statistical Office (KSH) one third <strong>of</strong> Hungarianemployees works on a computer. Given the fact that a computerized workstation is a basic condition<strong>of</strong> establishing telework relations, there is a large target group for teleworking in Hungary.However, there are still a number <strong>of</strong> factors that prevent the rapid growth <strong>of</strong> teleworking. One <strong>of</strong>them is that many people in Hungary tend to live in flats which are too small to accommodatetelework. Few people have a separate room or space to designate as a work area. The number<strong>of</strong> home PCs and the relatively high costs <strong>of</strong> telecommunications are another barrier. Surfing theinternet during working hours from home is unfortunately still considered luxury in Hungary. Thesituation is expected to change with Matáv’s monopoly to be over in 2002.Management AttitudesOne <strong>of</strong> the main barriers to the take-up <strong>of</strong> telework is conservative management attitudes. Managersfear that they would not be able to control and motivate teleworkers from a distance. Lack <strong>of</strong>information and <strong>of</strong> practice on managing from a distance are both preventing managers andHR pr<strong>of</strong>essionals from experimenting with telework practices. The executives <strong>of</strong> medium sizecompanies are especially skeptical.Those questioned believe that one <strong>of</strong> the important factors in preventing the spread <strong>of</strong> teleworkis the lack <strong>of</strong> jobs that can be allocated to it. Another thing that holds companies back is thatthey are not certain whether telework is more effective in generating higher levels <strong>of</strong> performancethan the traditional, in-house forms <strong>of</strong> work. In spite <strong>of</strong> the fact that various estimates have beenpublished in the international literature with regard to the point to what extent telework createfavorable conditions for more effective performance <strong>of</strong> work, relatively few managers think thatthe employment <strong>of</strong> telework would to a great extent contribute to making the performance <strong>of</strong>