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| The Sloan Work and Family Research Network maintains an online database which contains the citations and annotations of work-family research publications. |
Each month, we select up to 10 publications from those that have recently been entered into the Literature Database.
A year ago, there were 6,065 citations in the Literature Database. As of July 2005, we now have over 6,534 citations. |
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To bookmark a direct link to the Literature Database please click here.
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This month, 4 of the publications we have selected for the "Literature Updates" section of this issue of The Network News are publications relevant to the topic of workplace flexibility.
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Avery, C., & Zabel, D. (2000). The flexible workplace: Sourcebook of information and research. Westport, CT: Quorum Books.
Contents include: (1) “An introduction to Flexible Work,” (2) “Scheduling Options,” (3) “Telecommuting,” (4) “Companies,” (5) “The Future of Workplace Flexibility,” (6) “Resources,” and (7) “Strategies for Locating Information.”
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Bond, J.T., Galinsky, E., Hill, E.J., & IBM (n.d.). Flexibility: A critical ingredient in creating an effective
workplace. New York: Families and Work Institute.
Download this report at http://familiesandwork.org/3w/research/downloads/3w.pdf
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 Global Perspectives- Kauffeld, S., Jonas, E., & Frey, D. (2004). Effects of a flexible work-time design on employee-and company-related aims. European Journal of Work and Organizational Psychology, 13(1), p. 79-100.
Based on a flexible work-time design introduced in a service company in Germany in which employees were allowed to decide how their work-time will be allocated over a period of time, this article studies the effects of flexible work-time on employee- and company-related aims. The findings indicate that allowing a flexible work-time design in which employees are faced with high demands but also increased autonomy and self-determination leads to “positive effects on employee’s personal development and learning opportunities” (Kauffeld, Jonas & Frey, 2004, 79).
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Kornbluh, K., Isaacs, K., & Waters Boots, S. (2004). Workplace flexibility: A policy problem ( Issue Brief No. 1). Washington, D.C.: New America Foundation.
Download this report at http://www.newamerica.net/Download_Docs/pdfs/Pub_File_1584_1.pdf |
The following list is a selection of some of our most recent additions to the Literature Database.
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Behson, S.J. (2005). The relative contribution of formal and informal organizational work-family support. Journal of Vocational Behavior, 66(3), 487-500.
Drawing on data from the 1997 National Study of the Changing Workforce published by the Families and Work Institute, this article examines the effectiveness of informal and formal work-family support in organizations. The findings indicate that job satisfaction, lower rates of absenteeism, employee commitment, and lower levels of work-family conflict are associated more with informal, rather than formal, organizational work-life supports.
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Global Perspectives- Pocock, B., & Clarke, J. (2005). Time, money, and job spillover: How parents’ jobs affect young people. Journal of Industrial Relations, 47(1), 62-77.
This article studies the perceptions of parents’ jobs among 10-12 year olds and 16-18 year olds in Australia. More specifically, the authors are interested in children’s awareness of positive/negative spillover, their opinion about having more money or time to spend with parents, and their future plans for work. The results suggest that in general, children prefer to spend time with parents instead of having more money. Although these results vary according to household income, there is not a difference among children with single parents, single-earner parents, or dual-earner parents. Other findings are that children are observant of both positive and negative spillover and the long/untraditional hours some of their parents work. Children’s future work plans include working traditional hours and spending time with own family. The authors provide suggestions for policies, such as restricting work hours, greater job flexibility, and increasing access to leaves (paid and unpaid).
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Reitman, F., & Schneer, J.A. (2005). The long-term negative impacts of managerial career interruptions: A longitudinal study of men and women MBAs. Group & Organization Management, 30(3), 243-262.
This article examines income and job satisfaction of MBAs with and without career interruptions in 1987, 1993, and 2000. The results indicate that although men were more likely to have experienced involuntary career interruptions, women experienced more career gaps in general. In addition, men’s income and job satisfaction were negatively affected by career interruptions.
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Tiney, C. (2004). Job share: Can this work in management? International Journal of Retail and Distribution Management, 32(9), 430-433.
The current paper offers a practitioner’s perspective on job-share as a mode of workplace flexibility. The author draws upon her experience as the HR Director of a UK-wide retail company, which has a high majority of women in its workforce. In an attempt to investigate the apparent glass ceiling effect for part-time workers to progress to senior roles, the author describes two successful cases of job-share in senior management. The paper considers the benefits and potential drawbacks of job-share. The author recommends job-share as a tool for retaining talented workers in management as their personal circumstances change, including enabling employees facing retirement the flexibility to reduce their working hours while still maintaining their occupational status.
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To bookmark a direct link to the Literature Database please click here. |
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The Sloan Work and Family Research Network appreciates the extensive support we have received from the Alfred P. Sloan Foundation and the Boston College community.
E-mail: wfnetwork@bc.edu - Phone: 617-552-4033 / 617-552-1708 - Fax: 617-552-1080
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