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FMST 238 Part 2 > Work & Family Conflict > Flashcards

Work & Family Conflict Flashcards

1
Q

what has happened to the labour force participation rate of men and women (20-64yo)

A
  • decrease in men

- large increase in women

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2
Q

labour force

A
  • the employed and unemployed who are looking for work
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3
Q

work trends: men (2)

A
  • 91% in the labour force

- 79% of single earner households

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4
Q

work trends: women (2)

A
  • 82% in labour force

- 21% of single earner households

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5
Q

what has happened to the labour force participation of mothers

A
  • increased for mothers with children in all age groups
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6
Q

workforce trends: men vs women (4)

A
  • mens labour force participation rate remains higher than womens
  • more women than men are in part-time employment
  • women have a higher commitment to lifelong careers
  • women have fewer and shorter periods of work interruptions
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7
Q

general workforce trends (8)

A
  1. more than one job
  2. mobility
  3. jobs beneath one’s education
  4. long commutes
  5. technology 24/7
  6. redefined workspace
  7. home-based work
  8. downshifting
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8
Q

workforce trends: more than one job (2)

A
  • working in more variable settings and working longer hours

- involves commute, constant work notifications, and lost weekends

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9
Q

workforce trends: redefined workspace

A
  • move away from individual offices and cubicles into shared spaces and shared computers (wheeled tables), workstations, and setting that promotes mobility
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10
Q

workforce trends: mobility

A
  • more movement between jobs

- can be to make advancements in career or if move is necessary

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11
Q

workforce trends: downshifting

A
  • opting for a simpler life, usually less pay, less stress, more time, in a more personally satisfying occupation
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12
Q

working from home in the pandemic: issues (2)

A

a new experiment for many workers and employers

  • employer issues: turnover & productivity, teamwork
  • worker’s issues: decrease costs in some areas (commuting); missed interaction
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13
Q

working from home in the pandemic: which kind of groups are more likely and less likely to work from home

A
  • more likely: high income families, self-employed individuals
  • less likely: men and young workers
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14
Q

working from home in the pandemic: occupations (2)

A
  • less likely: small firms, food services, accommodations

- more likely: professional, technical, financial

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15
Q

what kind of “earning” families are the norm

A
  • dual-earner couples
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16
Q

benefits of paid work (5)

A
  • provides money
  • health insurance, pensions, etc
  • self actualization (appreciation/realization of one’s skills)
  • enjoyment, passion
  • opportunities for additional employment, training, and new skills
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17
Q

outcomes of participating in too much paid work (2)

A
  • leaves insufficient time for other activities

- inflexibility in work hours

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18
Q

outcomes of participating in too little paid work (2)

A
  • low earnings, unemployment

- effects on family involvement: either more family time or all of time spent looking for a job

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19
Q

what is the goals of managing work and family

A
  • to achieve balance and achieve fulfillment
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20
Q

involvement balance

A
  • if a person is heavily involved in one domain (work or family), they may be less available, psychologically or physically for the other domain
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21
Q

what does the role of technology have in increasing work-family conflict?

A
  • connecting to family and work 24/7 through technology increases stress
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22
Q

how did work-life conflict change over the COVID-19 pandemic (3)

A
  • work-life conflict decreased during the early months of the pandemic
  • families with children between 6 - 12yo had the highest work-family conflict
  • greater degree of work-family integration increased work-family conflict
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23
Q

when is work-family balance an issues and who does it affect (2)

A
  • an issues in all points of life course: having kids, taking care of elderly, etc
  • high priority issue for families and employers
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24
Q

work-family enrichment (3)

A

the extent to which experiences in one role improve the quality of life in the other role:

  • synergy between work and family life
  • positive effects of having multiple roles
  • access to income, benefits, and use of skills and abilities
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25
Q

how can we manage work-family conflict (3)

A
  • family can make changes
  • workplace can make changes
  • implementation of policies
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26
Q

what strategies can families/individuals use to alleviate work-family conflict (6)

A
  1. maintain physical/mental boundary between work and family
  2. have adequate child care arrangements
  3. fair division of household labour
  4. outsource tasks if possible
  5. attitudes
  6. social support from family and partner
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27
Q

how was family outsourcing effected by changes in income

A
  • predicted INCREASE in housekeeping, child care, and gardening services
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28
Q

how was family outsourcing effected by changes in household characteristics

A
  • predicted LITTLE CHANGE in food outsourcing, although food outsourcing did increase
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29
Q

how was family outsourcing effected by women’s earnings (2)

A
  • predicted LITTLE CHANGE in most outsourcing

- more impacted by total family outcome

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30
Q

outcomes of outsourcing (4)

A
  • reduces housework time
  • narrows gender gaps
  • lowers women’s subjective time pressure
  • may lead to increases inequality between women who can and cannot afford domestic help
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31
Q

what kind of strategies have canadians used to decreases work stress (3)

A
  • moms scaled back on work hours more often than dads
  • if adolescent child, both parents scaled back hours
  • both parents seek control of their work schedules; job flexibility
32
Q

who is the most time pressured by work-family conflict (3)

A
  • affluent parents and caregivers
  • high demand, low control jobs
  • mothers working full-time
33
Q

how can “home” be viewed for those experiencing work-family stress (2)

A
  • pit stop approach: a refuelling place to get ahead of work

- stressful place full of more work/chores

34
Q

work-family strategies during COVID-19: traditional gendered strategies

A
  • wife is remote and takes care of family issues fully
  • wife is remote with minor assistance by husband
  • outsourcing partially or fully, with wife filling in gaps
35
Q

work-family strategies during COVID-19: other strategies that are not new (3)

A
  • outsourcing fully
  • wife not remote and staggering shift work
  • husband does childcare
36
Q

work-family strategies during COVID-19: unique egalitarian strategies

A
  • alternate days
  • remote mini-shifts
  • remote need-based alternating
37
Q

work-family strategies during COVID-19: alternate days

A
  • alternating work days and reducing work hours while not remote
38
Q

which strategies increases wellbeing and job satisfaction most/least (2)

A
  • highest satisfaction and well being for both partners: alternating days (egalitarian)
  • lowest satisfaction and well being: remote work where wife does everything
39
Q

what are the work-related outcomes of work-family conflict (2)

A
  • decreased job satisfaction, work performance, morale, and organizational commitment
  • increase turnover, intent to leave, and absenteeism
40
Q

what are the non work-related outcomes of work-family conflict

A
  • lower satisfaction with life, marriage, and family
41
Q

what are the stress-related outcomes of work-family conflict (2)

A
  • increased psychological strain, fatigue, depression, alcohol abuse, job burnout
  • family stress
42
Q

family-supportive workplace policies: flexible-time policies

A
  • workers can decide when they start and stop, and when they work from home
43
Q

family-supportive workplace policies: employee assistance programs

A
  • counselling and support services
44
Q

family-supportive workplace policies: child-care policies

A
  • daycare on site
45
Q

family-supportive workplace policies: parental leave; compassionate care

A
  • certain percentage of pay is given during leave (50%-100%)
46
Q

what are some work arrangements that can be made (5)

A
  • flexible scheduling
  • home-based work/telework
  • self-employment
  • shift work
  • part-time work
47
Q

how does flexible work hours impact women (2)

A
  • decreases time pressure

- increases level of satisfaction with: work-family balance, job and life satisfaction, and time use

48
Q

how does flexible work hours impact men (3)

A
  • decreases time pressure
  • no effect on work-life balance
  • increased perception of well-being
49
Q

how does flexible work hours impact parents (3)

A
  • decrease time on employment-related activities
  • increase sleep time
  • increase participation in physical activities
50
Q

who are the “flexible” private employers (5)

A
  • non-profits
  • professional service organizations
  • workforce with more women
  • fewer hourly employees
  • greater ease in filling entry level positions
51
Q

what are the trends from the snapshot of men, work and family relationships? (4)

A
  • canada is home to many caregiving men (46% of all caregivers)
  • many men want to be stay-at-home parents (39%)
  • many men engage in household work and related activities
  • flexible work can facilitate more work-life balance
52
Q

what are the trends from the snapshot of women, work and family relationships? (4)

A
  • flexible work facilitates more work-life balance
  • 1 in 5 who received maternal leave benefits from Employment Insurance, had those benefits topped up by their employer
  • more have insurable earnings for maternal benefits in Quebec compared to the rest of canada
  • 71% of women used compassionate care claim as they are usually the caregivers
53
Q

what changes have been made by employers for employees (4)

A
  • increase in those allowed to return to work gradually after childbirth or adoption
  • increase in those who receive consideration after a career break for personal responsibilities
  • increase for those to work some of their regular hours at home on a regular basis
  • decrease in employers allowing employees to take time off during the workday to attend family needs without loss of pay
54
Q

changes in dependent care policies between 20212-2016 (4)

A
  • more employers offered dependent care assistance plans to help pay for child care, elder care and respite services with pre-tax dollars
  • more employers offered information about elder care
  • fewer employers provided emergency child care or sick care options
  • no changes to parental and caregiving leaves
55
Q

what are the key takeaways of recent policy changes (2)

A
  • more employers are considering ways to make returns from parental and caregiving leaves more supportive
  • but time to attend to personal/family matters during the workday may have become harder to come by
56
Q

employee assistance programs (3)

A

more employers offer:

  • programs to deal with pressures and problems
  • wellness programs
  • private spaces for breastfeeding
57
Q

which employers tend to have child and elder care assistance (6)

A
  • larger
  • non-profits
  • professional service organizations
  • companies that have undergone recent upsizings
  • more women in their workforce
  • more women and ethnic minorities in senior positions
58
Q

do benefits help decrease work-family conflict (2)

A
  • generally “yes”

- won’t be helpful if programs don’t meet specific needs or if there are barriers to implementing or using the programs

59
Q

Canada’s top family friendly employers 2017

A
  • KPMG LLP
  • Shaw Communications Inc.
  • Accenture Inc.
  • BC Public Service
60
Q

Canada’s top family friendly employers 2017: KPMG LLP (2)

A
  • accounting firm that offered variety of flexible work options
  • personal care time-off programs and provides up to 50 hours of annual paid time-off to help with personal matters
61
Q

Canada’s top family friendly employers 2017: Shaw Communications

A
  • offers academic scholarships for employees’ children pursuing post-secondary studies
62
Q

Canada’s top family friendly employers 2017: Accenture Inc. (2)

A
  • receive up to 17 weeks of maternity and parental leave top-off
  • ability to work locally for one year after returning to work to reduce demands from work-related travel
63
Q

Canada’s top family friendly employers 2017: BC Public Services (2)

A
  • parental leave top-up for employees who are new mother, for fathers, and adoptive parents
  • access to onsite daycare in some locations
64
Q

Canada’s Top Family Friendly Employee 2022 (2)

A
  • Bank of Canada

- Simon Fraser University

65
Q

Canada’s Top Family Friendly Employee 2022: Bank of Canada (4)

A
  • policies for care of employees (mental and physical)
  • assistance for home offices
  • maternal and parental leave top-up
  • compassionate leave top-up
66
Q

Canada’s Top Family Friendly Employee 2022: SFU (4)

A
  • extended paid sick and vacation leave policies
  • suspended paid parking for essential employees
  • fitness centre offered free online fitness
  • introduced community engagement grants for pandemic-related projects
  • parental leave top-ups and onsite child care upon return from leaves
67
Q

top 5 expanded employee benefits

A
  • employee options for telework
  • telemedicine services
  • leave to care for children
  • leave to care for adult family
  • mental health services
68
Q

policies under employment insurance program: qualify by 600 hours worked (4)

A
  • maternity/parental benefits
  • compassionate care leave
  • family caregiver benefit for adults
  • family caregiver benefit for children
69
Q

what are the employers’ views on extended parental leave (5)

A
  • length of parental leave is longer for women, potentially stigmatizing hiring of women
  • loss of income results from longer leaves
  • employers who top up mothers’ leave are less likely to top up fathers’ leaves as well
  • concerns with backfilling: finding replacements, especially for senior roles
  • concerns with serial leaves
70
Q

what are the dimensions of work-life balance (6)

A
  • paid work
  • leisure
  • household work
  • family time
  • volunteer work
  • rest/sleep
71
Q

long-term balancing strategies (3)

A
  • role redefinition
  • timing of employment and parenthood
  • work reduction
72
Q

short term balancing strategies: without changing goals and standards (2)

A
  • utilize “full resources”

- resource substitution

73
Q

short term balancing strategies: changing goals and standards (2)

A
  • change standards

- eliminate activities

74
Q

who displays increased volunteering (3)

A
  • incoming school enrolment
  • full-time students
  • youths
75
Q

motivations for volunteering (3)

A
  • belief in cause
  • job related: improve job opportunities, use skills, or explore strengths
  • personally affected by cause
76
Q

benefits of volunteering (7)

A
  • interpersonal skills
  • communication skills
  • knowledge
  • organizational and managerial skills
  • fundraising skills
  • technical or office skills
  • potential employment/references

FMST 238 Part 2 (6 decks)

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