The effects of home‐based teleworking on work‐family conflict

Abstract

A key issue in HRD is to identify and determine factors that influence the per-Human resource development (HRD) professionals and organizational leaders are continually trying to find ways to improve the performance of their organizations and employees. Although many organizations continue to resist it, performance improvement efforts are based in effective change. Among many potential performance-improving interventions that have been investigated in various arenas (such as business, management, psychology, and family sciences), this study focuses on two: the reduction of work-family conflict (WFC) and the increased utilization of telework. These are fairly complex interventions that require both individual and organizational culture changes. As more employees are juggling family and work demands, it continues to be important for researchers to study the consequences of WFC and its possible implications (for performance, for example) on the workplace and in the home (Grandey & Cropanzano, 1999). Frone, Yardley, and Martel (1997) stated that understanding the work-family interface is a "pivotal concern of both work and family researchers" (p. 145). Senge (1990) purported that organizations

The time-pressure reducing potential of telehomeworking: the Dutch case

“…Although Madsen (2003) found no difference in perceived time-based WHI comparing employees working at home for at least two days per week with on-site workers, other studies indicate telehomeworking to leave employees with more time and energy for their families, recreation and local interaction. Through telehomeworking, employees can save 'unproductive' commuting time and commute-related hassle (Ory and Mokhtarian, forthcoming), they can more easily plan their work activities themselves, and work at times they find convenient (France et al, 2002;Tremblay, 2002: 163;Vittersø et al, 2003).…”

“…Also the amount of control possibilities in work or at home (resources) to cope with work and family obligations can vary among workers (ibid.). In the literature, telehomeworking is often linked with more time sovereignty and higher levels of autonomy (Madsen, 2003), and hence viewed as a control. In the following, however, we argue that the self-control associated with telehomeworking can also be a serious pitfall possibly engendering WHI and overtime (Sullivan and Lewis, 2001), and thus time pressure.…”

İş-Ai̇le Çatişmasi, Ai̇le-İş Çatişmasi İle Özyeterli̇li̇k İnanci Arasindaki̇ İli̇şki̇ni̇n İncelenmesi̇

“…Bu tip çatışmalarda cinsiyet açısından farklılık olduğu ve en fazla erkek çalışanlar açısından bunun yaşandığı görülmüştür. Bu durum bazı araştırmalarla benzer sonuçlar oluşturmaktadır (Crouter, 1984;Duxbury, Higgins, 1991;Gutek, Searle, Klepa, 1991;Duxbury, Higgins, Lee, 1994;Grzywacz, Marks, 2000;Madsen, 2003;Dilworth, 2004;Mennino, Rubin, Brayfield, 2005;Voydanoff, 2005;Cinamon, 2006;Nomaguchi, 2012). Aile ve iş sorumluluğunun ülkemiz gibi toplumlarda daha çok erkek üzerinde toplandığı yönündeki anlayış, bu durumun temel göstergelerinden biri olarak değerlendirilebilir.…”

Communication Technology Use for Work at Home during Off-job Time and Work–Family Conflict: The Roles of Family Support and Psychological Detachment

“…On the one hand, communication technology enables employees to work from home during work time, that is, telework(ing) (Chesley, 2005;Edley, 2001;Ellison, 2004); telework can lower levels of various dimensions of work-family conflict (Madsen, 2003). On the other hand, employees can continue their work at home during off-job time with the aid of communication technology, thereby enabling them to come back home on time (König, Kammerlander, & Enders, 2013).…”