The aim of this chapter is to investigate the context dependence of the implications of telework for work-family conflict. It examines whether and how the implications of telework for strain-based and time-based work-family conflict depend on work-family-supportive and high-demand workplace cultures. Based on a sample of 4,898 employees derived from a unique linked employer-employee study involving large organizations in different industries in Germany, multilevel fixed-effects regressions were estimated. The results show that telework is associated with perceived higher levels of both time-based and strain-based work-family conflict, and that this is partly related to overtime work involved in telework. However, teleworkers experience higher levels of work-family conflict if they perceive their workplace culture to be highly demanding, and lower levels if supervisor work-family support is readily available.

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Purpose The purpose of this paper is to examine whether and how employed single-parents differ from parents in two-parent families in their experience of work-to-family conflict (WFC) and family-to-work conflict (FWC). Looking at job-related as well as family-related demands and resources, this research investigated to what degree these demands and resources contribute to differences in WFC and FWC, how their relevance in predicting conflicts varies between single parents and other parents and the role of compositional differences in work and family demands and resources. Design/methodology/approach Cross-sectional linear regression analyses were applied to analyze a random sample of employees in large work organizations in Germany. The sample included 3,581 parents with children up to the age of 25, of whom 346 were single parents. Findings The results indicated that single parents face more FWC, but not more WFC, than other parents. For all parents, job demands such as overtime, supervising responsibilities and availability expectations were associated with higher levels of WFC, whereas job resources such as job autonomy, support from supervisors and flexible working hours were associated with lower levels of WFC. In predicting FWC, family demands and resources played only a minor role. However, results provide only scant evidence of differences between single parents and other parents in terms of the effects of job and family demands and resources. Originality/value This study offers interesting insights into the diversity of WFC and FWC experiences in Germany. It provides first evidence of the impact of job and family demands and resources on both directions of work–family conflicts among employed single parents as a specific social group.

Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.

This study examines the effects of psychological contract breach (PCB) on employee mental and physical health (SF-12) using a sample of 3,870 employees derived from a German longitudinal linked employeremployee study across various industries. Results of multivariate regression models and mediation analysis suggest that PCB affects both the mental and the physical health of employees but is more threatening to employee mental health. In addition, mental health partly mediates the effects of PCB on physical health. Also, the findings of this study show that the relative importance of obligations not met by employers differs according to the specific contents of the psychological contract. In conclusion, the results of this study support the idea that PCB works as a psychosocial stressor at work that represents a crucial risk to employee health.