Organizational Paradigms Of Reduced-Load Work: Accommodation, Elaboration, And Transformation

Lee, Mary Dean; MacDermid, Shelly M.; Buck, Michelle L.

doi:10.5465/1556346

Cited by 45 publications

(79 citation statements)

References 11 publications

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“…It is clear from both qualitative and quantitative research that management attitudes, values, and decisions are crucial to the eVectiveness of FWAs (Lewis 1997;Hochschild, 1997;Dex and Schreibl 2001;Perlow 1998;Thomas and Ganster 1995;GoV, Mount, and Jamison 1990;Lee et al 2000;Rapoport et al 2002;Bond, Hyman, and Wise 2002). Managers must communicate, implement, and manage FWAs within organizational cultures which they both inXuence and are inXuenced by.…”

Section: Perceived Organizational Justicementioning

confidence: 99%

“…Other contemporary drivers of change include increased emphasis on high-trust working practices, the thrust towards gender equity and greater opportunities for working at home because of new technology (Evans 2000). Nevertheless, despite much rhetoric about the importance of challenging outmoded forms of work and the gradual association of FWAs with leading-edge employment practice (Friedman and Greenhaus 2000;Evans 2000;Lee, MacDermid, and Buck 2000), the implementation of these policies remains patchy across organizations (Hogarth et al 2000). How eVective are FWAs?…”

Section: The Psychologicalmentioning

confidence: 99%

“…Some recent research has begun to focus on other changes at the organizational level of analysis, for example examining contribution of FWAs to organizational learning and change (Lee, MacDermid, and Buck 2000;Rapoport et al 2002) and demonstrating that FWAs can be a catalyst to positive and transformational workplace change. For example, Lee, MacDermid, and Buck (2000) examined responses to managerial and professional workers' requests for reduced hours in terms of the organizational learning that takes place.…”

Section: Perceived Organizational Justicementioning

confidence: 99%

“…For example, Lee, MacDermid, and Buck (2000) examined responses to managerial and professional workers' requests for reduced hours in terms of the organizational learning that takes place. They found three diVerent paradigms of organizational learning in this situation: accommodation, elaboration, and transformation.…”

Section: Perceived Organizational Justicementioning

confidence: 99%

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Flexible Working Arrangements: From Work–Life to Gender Equity Policies

Lewis¹,

Roper²

2009

The Oxford Handbook of Personnel Psychology

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This article discusses the social and psychological cases for gender equity and for policies and practices to support the integration of work and non-work life. As the implementation of flexible working arrangements (FWAs) is influenced by public policy provisions, it considers the regulatory background from a European/UK perspective before going on to consider the types of “work–life” policies or FWAs introduced in organizations. Furthermore, the article discusses the impact and effectiveness of these policies and residual barriers to their success. Such outcomes include wellbeing and perceived organizational justice, as well as organizational learning and other organizational issues. The article finally demonstrates the interrelationships between individual and workplace outcomes, emphasizing the limitations of policy alone and the importance of implementation and practice.

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Section: Perceived Organizational Justicementioning

confidence: 99%

Section: The Psychologicalmentioning

confidence: 99%

Section: Perceived Organizational Justicementioning

confidence: 99%

Section: Perceived Organizational Justicementioning

confidence: 99%

See 2 more Smart Citations

Flexible Working Arrangements: From Work–Life to Gender Equity Policies

Lewis¹,

Roper²

2009

The Oxford Handbook of Personnel Psychology

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“…Managers and supervisors at all levels need to be aware of the importance of work-family support because many organizations view new ways of working (e.g., flexible schedules) not as opportunities to learn and adapt to the changing workforce and changing technologies, but rather as individual "accommodations" that deviate from a set standard (Lee, MacDermid, & Buck, 2000). In fact, policies may be adopted for symbolic rather than substantive reasons, which does not create real organizational behavioral or structural changes (Edelman, Uggen, & Erlanger, 1999;Meyer & Rowan, 1977;Scott, 1995, as cited in Blair-Loy & Wharton, 2002.…”

Section: Practical Implicationsmentioning

confidence: 99%

A Macroergonomics Approach Examining the Relationship between Work-family Conflict and Employee Safety

Murphy¹

2000

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In 2008, there were more than 5,200 workplace fatalities in the United States (BLS, 2010b). During the same time period, U.S. employees missed almost 1.1 million days from work (BLS, 2010c). Accidents are unexpected outcomes that result not only from individuals' behaviors, but also from contextual factors (Krause, 1997;Reason, 1990). Therefore, unsafe behaviors have to be interpreted according to a combination of what is occurring in the environment and what the individual is doing in that environment. The present study sought to create a more comprehensive model of safety by means of macroergonomics. Macroergonomics utilizes sociotechnical systems theory to posit that a work system is composed of a personnel subsystem (i.e., ways individuals perform tasks), a technological subsystem (i.e., tasks to be performed), and external factors (Hendrick, 2002a).Perceived control over work hours, an aspect of the technological subsystem, was examined as an antecedent of work-family conflict. Supervisor instrumental support, an aspect of the personnel subsystem, was examined as a moderator of the relationships between perceived control over work hours and work-family conflict. Supervisors have an imperative role in employees' perception of control over their work hours (Kelly & Moen, 2007). Supervisor instrumental support was also hypothesized to moderate the relationships between work-family conflict and safety performance. Supervisors who support their employees in their work-family matters exceed mandatory requirements set forth to protect workers' safety and health (Mearns, Hope, Ford, & Tetrick, 2010).A majority of the 360 participants in the present study were grocery store employees who worked in the front end of the store as cashiers. Job tenure in this particular grocery store chain was an average of 7 years (SD = 5.96) and the average number of hours worked per week was 31 (SD = 8.55). The employees were an average age of 38 years old (SD = 15.25). Two hundred and sixty-two (73%) of the participants were female, 330 (92%) were White, 196 (55%) employees were married or living as married, 146 (41%) employees identified themselves as parents with children living at home, and 58 (16%) employees provided elder care.The data were analyzed using a moderated mediation model. An employee's perceived control over his/her work hours was negatively associated with work-to-family and family-to-work conflict. Work-to-family conflict was not significantly associated with either safety compliance or participation. In contrast, family-to-work conflict was significantly associated with both safety compliance and participation. These findings replicate Cullen and Hammer's (2007) findings that family-to-work conflict, but not work-to-family conflict, is negatively associated with safety compliance and participation. The replication of these significant findings gives support to macroergonomics' assertion that external forces (i.e., family) can affect the safety of employees.All of the meditating and moderating relationship...

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Flexible Working Arrangements: Implementation, Outcomes, and Management

Lewis

2003

International Review of Industrial and Organizational Psychology 2003

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Organizational Paradigms Of Reduced-Load Work: Accommodation, Elaboration, And Transformation

Cited by 45 publications

References 11 publications

Flexible Working Arrangements: From Work–Life to Gender Equity Policies

Flexible Working Arrangements: From Work–Life to Gender Equity Policies

A Macroergonomics Approach Examining the Relationship between Work-family Conflict and Employee Safety

Flexible Working Arrangements: Implementation, Outcomes, and Management

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