Flexible and compressed workweek schedules: A meta-analysis of their effects on work-related criteria.

Baltes, Boris B.; Briggs, Thomas; Huff, Joseph W.; Wright, Julie; Neuman, George A.

doi:10.1037/0021-9010.84.4.496

Cited by 679 publications

(643 citation statements)

References 67 publications

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“…First, a number of organizations have offered employees flexible work arrangements in order to accommodate different employee preferences regarding when (and where) they perform their work (Baltes, Briggs, Huff, Wright, & Neuman, 1999;Dalton & Mesch, 1990). These programs typically involve alternative work hours and/or compressed scheduling and are often established with the goal of reducing tensions between competing work and non-work demands.…”

Section: Targeted Employee Retentionmentioning

confidence: 99%

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Hausknecht

Rodda²,

Howard³

2009

Human Resource Management

241

206

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A content model of 12 retention factors is developed in the context of previous theory and research. Coding of open-ended responses from 24,829 employees in the leisure and hospitality industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and non-hourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization. industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and nonhourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization.

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Section: Targeted Employee Retentionmentioning

confidence: 99%

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Hausknecht

Rodda²,

Howard³

2009

Human Resource Management

241

206

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“…The research shows the need for family-friendly workplace practices such as flextime, childcare and eldercare support, to ease work-family tensions and enhance workplace performance (Baltes et al, 1999;Duxbury and Higgins, 2001). However, empirical research shows that the availability of employer support is limited and there seems to be a gender difference in the support provided, with men more likely to obtain support.…”

Section: Theoretical Foundations Of the Study And Empirical Researchmentioning

confidence: 99%

Employer Offered Family Support Programs, Gender and Voluntary and Involuntary Part-Time Work

Zeytinoglu

Cooke

Mann

2010

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Tous droits réservés © Département des relations industrielles de l'Université Laval, 2010Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne.https://apropos.erudit.org/fr/usagers/politique-dutilisation/ Cet article est diffusé et préservé par Érudit.Érudit est un consortium interuniversitaire sans but lucratif composé de l'Université de Montréal, l'Université Laval et l'Université du Québec à Montréal. Il a pour mission la promotion et la valorisation de la recherche.https://www.erudit.org/fr/ de Statistique Canada (2003). Nous avons analysé l'ampleur des programmes d'aide offerts par l'employeur et vérifié l'existence ou non de liens entre ces programmes, le sexe et le statut d'emploi. Dans l'Enquête, l'aide offerte pour la garde des enfants est définie par la présence de services de garde sur les lieux de travail, l'assistance auprès de fournisseurs et l'assistance pour des aménagements informels. L'aide offerte par l'employeur pour les soins aux personnes âgées est définie comme de l'aide pour l'obtention de services de soins aux aînés. Pour une assise théorique à cet essai, nous avons intégré deux cadres de référence complémentaires : le modèle des choix stratégiques des organisations (Galbraith, 1977) et la théorie des systèmes de relations industrielles (Dunlop, 1958). Nous soutenons qu'un pourcentage élevé d'employeurs offrant des programmes d'aide aux soins des enfants et des aînés indiqueront le soutien qu'ils donnent à leurs salariés dans la réalisation d'un équilibre travail-famille. Nous ne prévoyons pas que le sexe soit associé à l'offre de services de soutien à la famille par les employeurs. Nous anticipons que les travailleurs à plein temps, ceux qui constituent le groupe noyau, se voient vraisemblablement offrir des programmes d'aide à la famille, mais que les travailleurs à temps partiel (volontaire et involontaire) ne se voient probablement pas offrir de tels programmes de soutien.Comme on peut le voir à la figure 1, environ le tiers des employés reconnaissent se voir offrir une forme ou une autre d'aide à la famille. Dans la même foulée, quand on demande à ces personnes si l'employeur offre ou non de l'aide aux soins des enfants, une sur cinq donne une réponse positive et dans l'ensemble des répondants, ces travailleurs représentent seulement sept pour cent. Quant à l'aide aux aînés, douze pour cent des travailleurs se sont vus offrir un tel type d'aide et ils représentent quatre pour cent de l'ensemble des répondants. La faible proportion des employeurs offrant ces programmes est un indice de la faible priorité que les employeurs accordent à l'équilibre travail-famille chez leurs employés. Ceux qui se sont vus offrir de l'aide pour le soin des enfants se situent plus du côté des employés masculins et à plein temps et moins du côté des salariés à temps partiel volontaire ou non. La proportion de ceux à qui on a offert des soins aux personnes âgé...

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“…The primary theoretical underpinning of workplace flexibility for workers concerns the rebalancing of work with private life (Baltes et al, 1999). Baltes and colleagues (1999) explain this on the basis of the work adjustment model.…”

Section: Theories and Models Of Workplace Flexibilitymentioning

confidence: 99%

“…Hence, workplace flexibility is postulated to produce a greater fit between a person and the job Moen, Kelly, & Huang, 2008). In addition, options for flexibility may be regarded as job characteristics, which in their own right may have a motivational effect as they provide employees with a sense of autonomy and control (Baltes et al, 1999;Moen et al, 2008).…”

Section: Theories and Models Of Workplace Flexibilitymentioning

confidence: 99%

“…Developing at the same time of the research on organizational flexibility, a stream of research appeared on flexible working schedules (Baltes, Briggs, Huff, Wright, & Neuman, 1999;De Menezes & Kelliher, 2011), which reflected the needs of many employees for non-standard working times, and more flexibility in when and where they conducted their work in order to better balance work and life issues. This created a literature on flexible work arrangements, which primarily focuses on the role of flexibility for employees in choosing how they work and conduct their jobs.…”

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confidence: 99%

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Workplace Flexibility across the Lifespan

Bal¹,

Jansen²

2016

Research in Personnel and Human Resources Management

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As demographic changes impact the workplace, governments, organizations and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This paper presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits.Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The paper ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.Flexibility can be regarded as one the key concepts of the contemporary workplace (Bird, 2015). Organizations try to become more flexible and adaptable to ever changing economic circumstances (Volberda, 1996; Way et al., 2015), while employees are expected to be more flexible in how they approach their jobs and careers (Hill et al., 2008a). Moreover, employees are increasingly looking for more flexibility in how they balance their work with their personal lives (Allen, Johnson, Kiburz, & Shockley, 2013;Ferguson, Carlson, & Kacmar, 2015), and in how they develop their careers (Moen & Sweet, 2004). Finally, governments across the world have increasingly responded to these trends by declaring flexibility the keyword for the future workforce and workplace (Johnson, 2011). In all these instances the denotation 'flexibility' refers to a different object and consequently has a different meaning. 3It is not surprising that the increasing popularity of the allegedly multi-interpretational term flexibility has coincided with rapid demographic changes in the workforce, including the aging of populations across the world (Kooij, 2015;Zacher, 2015). These demographic changes have caused governments, organizations, and employees to take a different position in how work and careers are both conceived and realized when life expectancy will rise to 100 years and above. However, current retirement systems are largely based on people retiring at 65 years (Wang & Shultz, 2010). One of the more immediate consequences of the aging population is that the ratio of working vs. non-working people is declining rapidly, causing more non-working people to be dependent upon a smaller number of people in jobs (Johnson, 2011). As these changes have put greater pressure on the affordability of pensions in many countries worldwide, governments have been engaging in the process of stimulating longer careers and ceasing with financially supporting early retirement. However, whereas the need for people to work beyond retirement has increased...

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Flexible and compressed workweek schedules: A meta-analysis of their effects on work-related criteria.

Cited by 679 publications

References 67 publications

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Employer Offered Family Support Programs, Gender and Voluntary and Involuntary Part-Time Work

Workplace Flexibility across the Lifespan

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