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Does working from home on a given day complicate or rather facilitate combining work and home roles that day, why and for whom? To answer these questions, we examined how a teleworking day affects daily work-to-home conflict and daily home-to-work conflict. Based on boundary theory, we expected these relationships to be mediated by daily role transitions and moderated by employees’ preferences to protect their home(/work) domain from work(/home) interruptions. Hypotheses were tested through multilevel moderated mediation modeling using diary data collected during 14 consecutive workdays with 81 employees ( N = 678 data points). In line with our expectations, employees were found to make more work-to-home transitions (i.e. interruptions of work activities to deal with home demands during work hours) on teleworking days, which was related to lower work-to-home conflict but higher home-to-work conflict on these days. They also made more home-to-work transitions (i.e. interruptions of home activities to deal with work demands after hours) on teleworking days, which was related to more work-to-home conflict on these days. The latter effect was stronger for employees with a home protection preference. There was no moderating impact of work protection preference. Overall, employees experienced less work-to-home conflict but more home-to-work conflict on teleworking days compared to non-teleworking days.

The employability paradox is a concern among employers. It states that development activities enhancing employees' employability also increase the risk for employee turnover. This study examined this paradox and probed the relationship between six development activities and voluntary turnover mediated by perceived employability. We tested both a turnover‐stimulating path via perceived external employability (i.e. perceived job alternatives with other employers) and a retention path via perceived internal employability (i.e. perceived job alternatives with the current employer) by using two‐wave longitudinal data from 588 employees. The results put the turnover risk into perspective: only upward job transition positively influenced turnover via perceived external employability. Also, the retention path via perceived internal employability was not supported: several development activities were positively related with perceived internal employability, but perceived internal employability did not influence turnover. We did, however, find a direct retention effect of skill utilisation. Overall, the results downplay the employability paradox.

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This quasi-experimental study examines the impact of telework on employees' stress, work-tohome conflict, work engagement and job performance on a between-person and a within-person level. Data were collected in a Belgian company that had launched a pilot telework initiative.Employees in the intervention group (N = 39) were allowed to work from home on at most two days a week whereas employees in the control group (N = 39) were not. To examine changes in person-level outcomes over time, we collected data before telework was introduced (T1) and at the end of the pilot (T2). To examine day-level effects, we collected daily data on 13 consecutive workdays after the onset of the pilot. Multivariate repeated measures MANOVA showed no significant interaction effect between group and measurement occasion, yet univariate analyses showed that employees in the teleworking group had less stress at T2 compared to T1. No univariate differences in work-to-home conflict, work engagement or job performance were found over time. Daily analyses using linear mixed coefficient modeling showed that teleworkers reported lower stress, lower work-to-home conflict, higher work engagement and higher job performance on teleworking days compared to non-teleworking days.