“The Work Must Go On”

Abstract

The Netherlands is characterized by extensive national work–life regulations relative to the United States. Yet, Dutch employees do not always take advantage of existing work–life policies. Individual and focus group interviews with employees and managers in three (public and private) Dutch organizations identified how employee and managerial communication contributed to acquired rules concerning work–life policies and the interpretation of allocative and authoritative resources for policy enactment. Analyses revealed differences in employees’ and managers’ resistance to policy, the binds and dilemmas experienced, and the coordination of agreements and actions to complete workloads. There are also differences between public and private contexts in the enactment of national and organizational policies, revealing how national (e.g., gender) and organizational (e.g., concertive control) mechanisms play out in employee and managerial communication that determine the use of work–life policies.

Impeded Opportunities: The Content and Consequences of Structures Constraining Supervisors’ Communication With Older Workers

“…The study has investigated how reproduced practices of avoiding interactions between supervisors and older workers' regarding SE are informed by and reproduce structures by distinguishing between rules and resources. Herewith, the findings contribute to the emerging work on why and how dysfunctional processes of contradiction arise in several domains of social life, and with what domain-specific consequences (see also Hoeven, Miller, Peper, & den Dulk, 2017).…”

Family-Friendly Policy and Work-Family Conflict Mitigation: The Role of Work-Family Boundary Negotiation

“…Self-regulation is needed when access to family-friendly policy to juggle work and family role responsibilities (French & Shockley, 2020). Individuals engage in negotiation to collaborate with their role partners at workplace, supervisor and coworkers for seeking integrative solutions, flexible work arrangements, coordinate work and work schedule leave arrangements and the use of work-family benefits, and negotiation with a spouse or other family members at home to achieve their desired work and family life arrangements (Kirby & Krone, 2002;Robertson et al, 2019;Ter Hoeven et al, 2017). For instance, negotiating overwork hour, tasks deadline, workload, taking leave, and taking time off for meeting non-work demand.…”

Keseimbangan Kehidupan-Kerja Dan Niat Untuk Mengundurkan Diri: Studi Manajer Perbankan Syariah Di Jawa Barat

“…Telah banyak penelitian yang dilakukan untuk mengungkap hubungan antara Keseimbangan kehidupan-kerja dan luaran sikap kerja (attitudinal job outcome) seperti kepuasan kerja dan komitmen organisasi (Fayyazi dan Aslani, 2015;Seierstad dan Kirton, 2015;ter Hoeven et al 2017). Sebagai contoh, penelitian pada karyawan yang terkena pemutusan hubunga kerja (PHK) di Hong Kong menemukan bahwa keseimbangan kehidupan-kerja memiliki hubungan yang positif dengan kepuasan kerja (Kim, 2014).…”

“…Profil responden selanjutnya pada Tabel 1. Studi ini mendukung penelitian dan literatur yang ada bahwa kepuasan karyawan atas keseimbangan kehidupan-kerja akan meminimialisir niat mereka untuk meninggalkan perusahaan (Ghosh et al 2017;Khalique et al 2018;Kim, 2014;ter Hoeven et al 2017;Wambui et al 2017). Para manajer yang merasa puas bekerja di lingkungan kerja yang peduli dan memberi ruang untuk menyeimbangkan kebutuhan kehidupan dan kebutuhan pribadi dan di tempat kerja.…”