Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional “brick-and-mortar” workforces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leadership, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communication, to examine their importance and relevancy in virtual team’s effectiveness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research employed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecommuting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. expressiveness, attentiveness, efficacy, knowledge, motivation. The target population was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of service. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leadership can engage in telecommuting knowledge workers to increase and maximize productivity.
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