Work Family Flashcards
• Telecommuting’s differential impact on work-family conflict• The more extensively individuals TC, the less work interferes with family (reducing WFC) and the more family interferes with work (increasing FWC)• Differences in the TCs specific work-family context, as reflected in job autonomy, scheduling flexibility, and household size, play a significant role• Some effects may be domain specific: Job autonomy and scheduling flexibility, which emanate from the work domain, played a more dominant role with WFC, whereas household size played a more dominant role with FWC• Limitations: correlational, self-report
Golden et al. 2006
• Undergraduates assuming manager role – Case vignette including info about employee’s job description, work history, sample performance appraisal and misc. letters about employee’s performance and whether they took a leave of absence and what type of leave• Findings support anecdotal reports that have suggested that men who utilize family friendly work benefits may be perceived as peculiar or cavalier about their careers• Women who take a parental leave are adhering to a role that is acceptable for their gender and that is socially prescribed.• Provides empirical support for the suggestion that for males, taking time off for parental reasons may have detrimental career effects• Perceived org and work commitment moderated relationship between performance level and reward recommendations• For males, taking parental leave led to less reward recommendations, less org/work commitment, greater family commitment• Performance is positively correlated with reward recommendation, org/work/family comm.
Allen & Russel (1999)
• Investigated why some managers work extreme hours (>61/week)• Male managers: best explanation is financial and psychological rewards• Female managers: work-leisure trade-off, social contagion, and work as its own reward• Work-leisure trade-off: opportunity cost of not working (i.e., losing compensation) motivates overwork• Social contagion: norm of long hours lead to overwork• Male managers who worked the longest hours received sig higher financial compensation AND reported higher job involvement, reported alienated from their families
Brett & Stroh (2003)
• Family conflict with work (FCW) – family caretaking events which resulted in an absence from the workplace• Employees reading vignettes of a performance diary and rated performance (lab study)• Manipulation: male or female names in the performance diary; non FCW vs. FCW entries• FCW negatively impacts performance ratings• Negative effect was moderated by worker’s sex (men who experienced family conflict received lower overall performance ratings and lower reward recommendations than men who did not, ratings of women unaffected by experience of family conflict.
Butler & Skattebo (2004)
• Qualitative review of WF studies from 1980-2002• WF relationships are complex• Conflict theory dominant paradigm to study WF issues• Gender is deeply engrained in WF relationships• Family structure important to consider• Little attention on developing/testing theoretical models• Need to understand how quality of role influences WF• Research focuses on centrality of work rather than family• Minimal consideration of individual difference• Limited research on support and coping• Little research on how family variables effect employee behavior• Lack of specificity in measures of affective reactions
Eby et al (2005)
• Conservation of resources model: Individuals aim to maintain or acquire resources →Stress results from a threat of a loss of resources, an actual loss of resources, or a lack of expected gain in resources → Remedial action is required in the face of loss of resources to prevent resource depletion and burnout• Results support the Conservation of Resources Model as a suitable theory to guide work-family research• Being married (additional role) provided more resources to cope with multiple roles, contradicting “role theory’s” prediction that more roles lead to more conflict• Work stressors and WFC related to work outcomes and family stressors and FWC to family outcomeso Compartmentalization of life domains – coping technique to prevent loss of resources• Work role stress & WFC → job distress → turnover intentions, life distress, poor physical health• Family role stress and Family Work Conflict → family distress
Grandey & Cropanzano (1999)
• Review of WF conflict lit• WF conflict occurs when time devoted to one role, strain from participation in one role, and specific behaviors required by one role makes it difficult to fulfill requirements of another• Time-based conflict: time pressures associated with membership in one role may make it physically impossible to comply with expectations from another role; pressure may produce a preoccupation with one role even when one is physically attempting to meet demands of the other role• Strain-based conflict: both work (i.e. ambiguity, job burnout) and family conflict (i.e. conflict in the family)• Behavior-based conflict: patterns of in-role behavior may be incompatible with expectations regarding behavior in another role
Greenhaus & Beutell (1985)
• W-F conflict, policies, and job-life satisfaction• There is a negative relationship between all types of WFC and job and life satisfaction• Directionality makes a differenceo F to W conflict makes less of a difference than bidirectional of W to F conflict• Research is needed to determine if relationships between WF policies and job satisfaction are mediated by WFC.• Research here suggests that samples do mattero Research should use larger heterogeneous populations in their samples
Kossek & Ozeki 1998
• Gender, manager turnover, effects of family leave of absence • Female managers’ actual turnover is slightly lower than males.• Managers who were promoted were less likely to resign than those who had not been promoted if the promotion occurred within the past 11 months. • Promoted women were less likely to resign than promoted men.• Managers who had taken family leave had higher voluntary turnover rates than managers who had not taken leaves or managers who had taken sick leaves.• Among family leave takers, managers with graduate degrees were less likely to resign.
Lyness & Judiesch (2001)
• American family has undergone sig structural changes that have not been accompanied by equally dramatic shifts in corporate policies• Tests model in which policies and supervisors influence control and WF conflict, which then influences outcomes such as satisfaction, depression, etc.• Model variables explained 28% of variance in job satisfaction, 32% of variance in somatic complaints, 23% of variance in depression, and 9% of variance in cholesterol levels• Initial evidence that family-supportive work policies and practices produce sig benefits in terms of employee attitudes and well-being• Flexible scheduling and supervisor behavior beneficial• Employee control appears to be important mechanism through which these practices influence WF conflict and strain outcomes
Thomas & Ganster (1995)
