The role of work–life balance and autonomy in the relationship between commuting, employee commitment and well-being

Emre, Onur; Spiegeleare, Stan De

doi:10.1080/09585192.2019.1583270

Cited by 49 publications

(40 citation statements)

References 65 publications

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“…In this sense, under conditions of high objective virtuality, team managers should consider promoting interdependence with benefits. This means that giving team members work scheduling autonomy is relevant, especially for work-life balance (e.g., Emre & De Spiegeleare, 2019), but that feeling close to team members is enhanced when individuals keep or develop interdependencies among them that foster interaction. Depending on the type of job at hand, this can be done by promoting specific types of interdependence (i.e., reciprocal, sequential, or pooled interdependence, Saavedra et al, 1993), and coordination strategies that align with those.…”

Section: Discussionmentioning

confidence: 99%

Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality

Costa

Handke

O’Neill

2021

Small Group Research

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Team virtuality has been mostly conceptualized as structural features, such as the percentage of time team members communicate via technology. However, the perception of distance and of information deficits (team perceived virtuality, TPV) may be an indispensable construct to understand virtual teams’ functioning. The lockdowns imposed on most countries due to COVID-19 created virtual teams with high degrees of structural virtuality. With structural virtuality held constant among teams, we explore configurations of work characteristics (autonomy, interdependence, and organizational support) that influence TPV. With a sample of 296 multinational workers, a Latent Profile Analysis identified four distinct profiles of those work characteristics. Those profiles related differently to TPV. Contrary to previous findings, interdependence seems to play an important role in these teams high in structural virtuality when their autonomy is also high, highlighting the pivotal role of frequent interaction among team members, under conditions of high structural virtuality.

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Section: Discussionmentioning

confidence: 99%

Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality

Costa

Handke

O’Neill

2021

Small Group Research

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“…Various research studies have discussed the effect of organisational, individual, external, and demographic factors on work -life balance (Abendroth & Dulk, 2011;Poulose & Sudarsan, 2017). According to scholarly literature, the largest positive effect on WLB is produced by such factors as supervisor assistance in reducing stress at work (Bell et al, 2012;Humayon et al, 2018), transformational leadership (Munir et al 2012), a healthy work environment (Nordenmark et al, 2012), flexible work practices, and the ability to control work place and time (Hayman, 2010;Emre & Spiegeleare, 2019), partner support (Abendroth & Dulk, 2011), and individual efforts to balance out well-being (Zheng et al, 2016).…”

Section: Work-life Balancementioning

confidence: 99%

The Mediating Effect of Work-Life Balance on the Relationship Between Work Culture and Employee Well-Being

Stankevičienė

Tamaševičius

Diskienė

et al. 2021

Journal of Business Economics and Management

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This article tends to fill the existing knowledge gap in understanding if work-life balance (WLB) can not only make a direct impact on employee well-being, but also play a mediating role between work culture and well-being. The purpose of this study was to investigate the mediating effect of WLB on the relationship between the structural dimensions of work culture – temporal flexibility, supportive supervision and operational flexibility – and employee well-being. The data were collected on the basis of a survey of employees employed by business and public sector organisations in Lithuania. The research revealed that all the components of work culture were important factors in defining employee well-being, had a strong direct impact on well-being and affected WLB. The results demonstrated that a direct effect of work culture on well-being was much stronger than the one moderated by an indirect effect of WLB. The findings also suggest that family-friendly culture can help employees to reach a better WLB, which, in its turn, assists employees in feeling higher satisfaction with general well-being at work. The current study expands the role of WLB as a mediator in organisational settings and its findings may be important for practitioners who seek to improve the performance of their organisation by enhancing the well-being of employees.

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“…Likewise, research has also tended to show that employee's perception of work interference in their personal life, hereafter referred to as work-life imbalance, tended to be negatively related to organizational commitment, particularly to AC (Emre & De Spiegeleare, 2019;Fontinha, Easton, & Van Laar, 2019;Geraldes, Madeira, Carvalho, & Chambel, 2019). Despite a lack of research evidence related to how these results may translate to occupational commitment, the occupation, particularly in high level positions, differs from the organisation in not being bounded by work hours or attendance but being part of one's identity.…”

Section: Outcomes Of Commitment Profilesmentioning

confidence: 99%

A latent transition analysis investigating the nature, stability, antecedents, and outcomes of occupational commitment profiles for school principals

Houle

Morin

Fernet

et al. 2020

Journal of Vocational Behavior

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Considerable progress in commitment theory has been made possible by the adoption of a person-centered perspective. Such a perspective has made it possible for researchers to identify the most common combinations of Affective (AC), Normative (NC), and Continuance (CC) commitment to the organization. These combinations, or profiles, describe the various types of psychological processes depicting the ties linking employees with their organizations. However, limited research has consider commitment profiles as they relate to distinct targets of commitment, and even fewer studies have done so while adopting a longitudinal perspective. AKNOWLEDGEMENTSAbove all, I extend my gratitude to Dr. Alexandre Morin for his guidance and support, without which this thesis would not have been possible. It is worth recognizing that I have learnt more in the last two years, under his supervision, than in the rest of my academic career combined, which speaks to his exceptional mentoring abilities. I am also grateful to all members of the Substantive Methodological Synergy lab for providing insights when needed, and fostering a productive work environment in which to exchange ideas.Thank you also to Claude Fernet for kindly agreeing to share the data that he and his team collected, and to Bill Bukowski and Christian Vandenberghe for taking the time to serve on my committee and provide feedback for my educational benefit.A special thanks to Karine Elalouf, who is always looking out for my well-being and making sure that I stay on track. Finally, thank you to all my friends and family for their love and support over the last two years, as they are the reason I am able to maintain a healthy work-life balance. v Contribution of AuthorsThis thesis was written in collaboration with Dr. Alexandre Morin, who provided continuous support and feedback, as well as guiding necessary revisions to produce a research article that is coherent and socially relevant. Dr. Claude Fernet also contributed significantly by providing a rich data set that was years in the making, allowing for research on a largely neglected population of high-level managers in the public sector.

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The role of work–life balance and autonomy in the relationship between commuting, employee commitment and well-being

Cited by 49 publications

References 65 publications

Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality

Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality

The Mediating Effect of Work-Life Balance on the Relationship Between Work Culture and Employee Well-Being

A latent transition analysis investigating the nature, stability, antecedents, and outcomes of occupational commitment profiles for school principals

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