When Work–Family Benefits Are Not Enough: The Influence of Work–Family Culture on Benefit Utilization, Organizational Attachment, and Work–Family Conflict

Thompson, Cynthia A.; Beauvais, Laura L.; Lyness, Karen S.

doi:10.1006/jvbe.1998.1681

Cited by 1,304 publications

(1,697 citation statements)

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“…The few studies that have examined these associations demonstrated that employees who perceived the company's WH culture as more responsive to workÁfamily issues used more arrangements than those who perceived the WH culture as less supportive (Allen, 2001;Dikkers et al, 2004;Thompson et al, 1999). This relationship seems to fit the often demonstrated association between behaviour and perceived social norms regarding that behaviour (see Ajzen & Fishbein's theory of reasoned action, 1980).…”

Section: Associations Of Wh Culture With the Use Of Wh Arrangementsmentioning

confidence: 92%

“…The limited research addressing the relationship between the organization's WH culture and the use of WH arrangements has some limitations (Allen, 2001;Thompson et al, 1999). First, as Kinnunen et al's (2005) review revealed, WH culture has been conceptualized and operationalized in very different ways, and ''only a few multidimensional definitions and measures of WH culture were found'' (p. 108).…”

Section: Previous Empirical Researchmentioning

confidence: 99%

“…Considering the high proportion of workers reporting WH interference and the growing availability of possibly beneficial WH arrangements, remarkably small numbers of workers actually use such arrangements (Allen, 2001;Anderson, Coffey, & Byerly, 2002;Eaton, 2003;Lobel, 1999;Thompson, Beauvais, & Lyness, 1999). Apparently, the presence of WH arrangements is a necessary but insufficient condition for workers to use them.…”

Section: Introductionmentioning

confidence: 99%

“…Judiesch and Lyness (1999) showed that taking family leave was indeed negatively associated with subsequent promotions and salary increases. Thompson et al (1999) were among the first to conceptualize WH culture in terms of three components: (a) managerial support (sensitivity shown by managers to employees' family responsibilities), (b) career consequences (the perception of negative career development as a consequence of the uptake of WH arrangements), and (c) organizational time demands (expectations that employees spend much time visibly at work). However, Allen (2001) argued that a distinction should be made between different levels of support within the organization, more specifically between global organizational support (employees' perceptions of how family-supportive the global organization is) and more specific supervisor support (employees' perceptions of how understanding the direct supervisor is of employees' desire to integrate work and private lives).…”

Section: Introductionmentioning

confidence: 99%

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Dimensions of work–home culture and their relations with the use of work–home arrangements and work–home interaction

et al. 2007

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Section: Associations Of Wh Culture With the Use Of Wh Arrangementsmentioning

confidence: 92%

Section: Previous Empirical Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Dimensions of work–home culture and their relations with the use of work–home arrangements and work–home interaction

et al. 2007

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“…The debate has evolved from work-family conflict, to measures for work-family balance, and finally to organizational support for work-family balance, all these themes being the object of attention at this point in time (Korabik et al, 2011, Matose and Galinsky, 2012, Thompson, 1999, to mention only a few).…”

Section: Literature Reviewmentioning

confidence: 99%

Trade Unions and Work-Life Rights: The Challenge of Work-Life Interface in a Union Environment

Tremblay

2016

Employ Respons Rights J

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The issue of work-life rights is increasingly present in trade unions, who advocate for improved working conditions and living standards of workers. Indeed, unions have adopted numerous resolutions on the subject of work-family balance over the years and they have been negotiating with companies and public organizations in this field, and started to look at the situation within their own organization. However, while unions have negotiated work-life rights for their members, this may appears to apply more to the workplaces unions represent than to unions themselves, as employers, and the situation of their own employees. Our research shows that a culture of long hours and strong commitment to the cause sometimes makes it difficult to balance work and family for union employees. Also, the younger generation appears to question the culture of long hours as a signal for performance. IntroductionThe issue of work-life rights is increasingly present in trade unions, who have advocated for improved working conditions and living standards of workers, including for a work organization that is sensitive to work-family balance. Indeed, unions have adopted numerous resolutions on the subject of work-family balance over the years and they have been negotiating with companies and public organizations in this field, but they have not been as sensitive to the situation within their own organizations, and have not structured paid union jobs accordingly. We have studied the case of one Canadian union, which may not be generalized to all Canadian unions, or to other countries, but the information collected with this union, and more informally with other unions in Canada and abroad, seems to indicate that the situation is quite similar in most unions, as the type of work is very similar. While it would be important to pursue the research with other Canadian unions and abroad, this first research on work-life issues in unions is valuable inasmuch as it offers insights on an issue which has not been the object of publication to this day, as our literature review indicates, that is the work-life issues for paid union staff. The literatures' silence on this specific issue makes our research important.

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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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When Work–Family Benefits Are Not Enough: The Influence of Work–Family Culture on Benefit Utilization, Organizational Attachment, and Work–Family Conflict

Cited by 1,304 publications

References 34 publications

Dimensions of work–home culture and their relations with the use of work–home arrangements and work–home interaction

Dimensions of work–home culture and their relations with the use of work–home arrangements and work–home interaction

Trade Unions and Work-Life Rights: The Challenge of Work-Life Interface in a Union Environment

Flexible Working Arrangements: Implementation, Outcomes, and Management

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