Relationships of gender, family responsibility and flexible work hours to organizational commitment and job satisfaction

Scandura, Terri A.; Lankau, Melenie J.

doi:10.1002/(sici)1099-1379(199707)18:4<377::aid-job807>3.0.co;2-1

Cited by 512 publications

(405 citation statements)

References 35 publications

(60 reference statements)

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“…Thus, the present study not only fills an important gap in the research literature, but also has critical implications for pressing social and educational issues associated with the gender disparity in science. If women's decisions to leave science fields when or before they reach the faculty level are influenced by unequal treatment by undergraduate advisors, then existing efforts to create more flexible work settings (42) or increase women's identification with science (27) may not fully alleviate a critical underlying problem. Our results suggest that academic policies and mentoring interventions targeting undergraduate advisors could contribute to reducing the gender disparity.…”

Section: Discussionmentioning

confidence: 99%

Science faculty’s subtle gender biases favor male students

Moss‐Racusin

Dovidio²,

Brescoll

et al. 2012

Proc. Natl. Acad. Sci. U.S.A.

2,520

1,878

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Despite efforts to recruit and retain more women, a stark gender disparity persists within academic science. Abundant research has demonstrated gender bias in many demographic groups, but has yet to experimentally investigate whether science faculty exhibit a bias against female students that could contribute to the gender disparity in academic science. In a randomized double-blind study ( n = 127), science faculty from research-intensive universities rated the application materials of a student—who was randomly assigned either a male or female name—for a laboratory manager position. Faculty participants rated the male applicant as significantly more competent and hireable than the (identical) female applicant. These participants also selected a higher starting salary and offered more career mentoring to the male applicant. The gender of the faculty participants did not affect responses, such that female and male faculty were equally likely to exhibit bias against the female student. Mediation analyses indicated that the female student was less likely to be hired because she was viewed as less competent. We also assessed faculty participants’ preexisting subtle bias against women using a standard instrument and found that preexisting subtle bias against women played a moderating role, such that subtle bias against women was associated with less support for the female student, but was unrelated to reactions to the male student. These results suggest that interventions addressing faculty gender bias might advance the goal of increasing the participation of women in science.

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Section: Discussionmentioning

confidence: 99%

Science faculty’s subtle gender biases favor male students

Moss‐Racusin

Dovidio²,

Brescoll

et al. 2012

Proc. Natl. Acad. Sci. U.S.A.

2,520

1,878

View full text Add to dashboard Cite

show abstract

“…This could be because flexibility is defined and studied in ways that look at the experiences of salaried workers for whom flextime and/or flexplace are possible (Scandura & Lankau, 1997;Shockley & Allen, 2007). It is perhaps time to develop a new construct that accounts for flexibility that benefits employers rather than employees and to acknowledge that the current framing of flexibility in the literature only applies to salaried/core professional workers who benefit from autonomous flexibility.…”

Section: Differences In Construct Meaning Across Worker Statusmentioning

confidence: 99%

Where Have All the “Workers” Gone? A Critical Analysis of the Unrepresentativeness of Our Samples Relative to the Labor Market in the Industrial–Organizational Psychology Literature

Bergman

Jean

2015

Ind. Organ. Psychol.

117

126

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In this article, we demonstrate that samples in the industrial and organizational (I-O) psychology literature do not reflect the labor market, overrepresenting core, salaried, managerial, professional, and executive employees while underrepresenting wage earners, low-and medium-skill first-line personnel, and contract workers. We describe how overrepresenting managers, professionals, and executives causes research about these other workers to be suspect. We describe several ways that this underrepresentation reduces the utility of the I-O literature and provide specific examples. We discuss why the I-O literature underrepresents these workers, how it contributes to the academic-practitioner gap, and what researchers can do to remedy the issue. IntroductionIt is our contention that the published industrial and organizational (I-O) psychology literature overrepresents salaried, core, managerial, professional, and executive employees and underrepresents wage earners, laborers, firstline personnel, freelancers, contract workers, and other workers outside managerial, professional, and executive positions, relative to the labor market in the United States and around the world. We further contend that this tendency is causing the organizational sciences to miss out on some important caveats to I-O theories, to misunderstand important phenomena, and to overlook phenomena that are defining experiences for many members of the labor market. In this article, we will demonstrate that workers are underrepresented in our published literature. Then, we will explain why we think this w h e r e hav e a l l t h e "wor k e r s " g on e ?85 is problematic for maximizing the utility of I-O theories and the I-O field by providing examples of critical domains in which worker experiences differ from manager, professional, and executive experiences. In the final sections of the article, we explicate some reasons why workers have been undersampled in the I-O psychology literature and make recommendations for some ways this can be remedied.At the outset, it is important to note that this critique focuses squarely on the published literature in I-O psychology. Undoubtedly, there are many organizations that employ wage earners, low-and medium-skill workers, freelancers, contract workers, and other workers with nontraditional work arrangements and include them in their internal research. Our analysis focuses on problems in the recent/current state of the literature in I-O psychology, why this might be occurring, why this matters for the advancement of the science as a whole, how this might contribute to the academic-practice gap, and what we can do about it. Are Workers Really Underrepresented in the Published I-O Psychology Literature?Our first claim is this: Published research in I-O psychology has included samples of salaried, core, highly educated, highly skilled, managerial, professional, and executive employees at a disproportionally high rate and at the expense of other employees, including but not limited to wage earners, lowand mediu...

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“…Innovative reward practices can help organisations retain a diverse workforce (Scandura and Lankau, 1997) and achieve competitive advantage through diversit}' (Liff, Worrall and Cooper, 1997;Thomas, 1990;Thomas and Ely, 1996). These practices send out the message that the organisation is concerned about employee «e11-being (Guzzo and Noonan, 1994), and are now becoming a part of the new psychological contract offered to employees (Rousseau, 1995).…”

Section: Looking Ahead To the Long-termmentioning

confidence: 99%

Power dynamics in the long‐term development of employee‐friendly flexible working

Nadeem

Hendry²

2003

Women in Management Review

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This paper focuses on the possibilities of the long‐term development of flexible working as a work‐life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee‐employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation (n = 243 and n = 128) and interviews with the management. Findings support the long‐term development of employee‐friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work‐life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.

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Relationships of gender, family responsibility and flexible work hours to organizational commitment and job satisfaction

Cited by 512 publications

References 35 publications

Science faculty’s subtle gender biases favor male students

Science faculty’s subtle gender biases favor male students

Where Have All the “Workers” Gone? A Critical Analysis of the Unrepresentativeness of Our Samples Relative to the Labor Market in the Industrial–Organizational Psychology Literature

Power dynamics in the long‐term development of employee‐friendly flexible working

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