Telework involves a working arrangement in which employees do not necessarily commute to their cental places of work such as warehouses and office buildings by either train, buses, or personal cars but instead work remotely from home. The topic researches the problems and benefits of applying telework in shipyards in public sectors. It initiates by giving an insight on the telework policy establishment mandated for federal agencies by Telework Enhancement Act (HR 1722) made effective in 2011, which it observes has only been implemented as required by less than 40% of federal agencies. The research focuses on the Southeast Regional Maintenance Center (SERMC), which is a United States Navy shipyard in Mayport in the State of Florida. The Southeast Regional Maintenance Center falls among the less than 40% of the federal agencies that have implemented the HR 1722 Telework Act accordingly.
The research finds out that the implementation of the Telework Enhancement Act has contributed to some ethical dilemma which poses serious challenges when attempting to correct. First, telework brings about an ethical dilemma in management and mitigation. Additionally, it possibly leads to the violation of a legislative mandate. Furthermore, it results in a decrease in the morale of the employee and their retention. Consequently, the normal operations at the shipyard maintenance center become affected due to the difficulties in meeting contract deadlines. Additionally, the associated costs become too unbearable, a problem whose time of correction remains unclear.
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The research further observes that telework prospers best in the private sector. The success attributes to the comprehensive procedures which the private sectors put in place. The measures include training employees on how to carry their assigned duties effectively from home while ensuring that they have every requirement to eligible for telework. They also provide tools required to enhance performance, and availability of any other factors/aspects necessary for successful telework performance. Besides, the private sector puts into consideration the issue of security. The research further observes that currently, every worker, regardless of the sector, prefers telework options provided there is feasibility. It notes that in addition to all the affective factors in the private sector considered necessary for a perfect telework practice, the public sector requires all the affective legislation and extra security precautions, for example, specially encrypt devices.
The research focuses on teleworking at a Navy shipyard and observes that only a few workers would be eligible to work remotely from home in such a setting. Some of the qualified workers include certain administrators. The administrative roles carried out my such employees can be carried out effectively home. However, other workers, such as welders, for instance, would not be able to practice telework. For a welder, it would be hard to carry home ship parts, and so their work has to be done at the shipyard. Therefore, however much such a group of workers would show the capability and the willingness to practice telework, the Southeast Regional Maintenance Center would not be in a position to facilitate it.
In conclusion, the research finds out that some employees at the shipyard have adequate knowledge about telework procedures and even qualify for the same after having attended orientation classes before. However, the management at the center still fails to grant approvals to such workers to enable them to practice telework. Furthermore, the administration fails to explain to workers the reasons for such steps. Consequently, the morale of the workers has been affected further, causing problems with low employee retention. Therefore, Southeast Regional Maintenance Center needs to rectify the issue and allow telework under situations in which it can succeed, so that its work continues and employees do not quit.
