Flexible Work and Turnover: an Empirical Investigation across Cultures

We explored the relationship between three bundles of flexible work arrangements (FWAs) and turnover for two of GLOBE's societal clusters, namely Anglo and Nordic. We collected data through a large‐scale international survey and found significant differences in the FWA–turnover relationship between the two clusters. Specifically, as unsocial hours (overtime, shift work, weekend work) and part‐time arrangements (part‐time and job‐sharing) increase in the Anglo cluster, so does turnover. Further, as schedule flexibility (telework, work from home and flexi‐time) increases in the Nordic cluster, turnover decreases. The results raise issues about the universal applicability of FWA policies and practices among nationally and internationally operating organizations.     

Direct and Indirect Links Between Organizational Work–Home Culture and Employee Well‐being

The extent to which an organization's culture exhibits support for its employees' efforts to balance work and personal responsibilities has been shown to influence a number of work‐ and home‐related outcomes. This study tests a model with a mix of mediated and moderated relationships to investigate direct and indirect routes by which work–home culture may affect employee well‐being. Sex differences in these relationships are also explored. Data collected from public sector employees in the UK indicate that a supportive work–home culture is significantly associated with lower levels of psychosomatic strain among employees. For women, this relationship is mediated by reduced levels of work–home interference. Different types of support demonstrate different effects for men and for women: managerial support has a more beneficial impact on women's well‐being, and organizational time demands have a more detrimental impact on men's well‐being. Recommendations for managers to boost employee well‐being include shifting the focus away from presenteeism and toward work outputs in order to reduce gender stereotypes and improve attitudes toward those using flexible work practices and family‐friendly initiatives, incorporating work–home supportiveness into the managerial performance appraisal process, and compensating or otherwise recognizing employees taking on absent colleagues' workloads.     

The Gender Wage Gap in the Turkish Labor Market

Abstract. This paper examines the sources of the gender wage gap in the Turkish labor market by using matched employer–employee data and the standard wage regression estimations as well as the Oaxaca decomposition method. The extensive number of variables in the data set enables a thorough quantitative analysis of the role of various individual‐ as well as firm‐related factors leading to wage differentials between men and women, namely human capital endowments including job tenure, occupational and industrial segregation, private/public sector location, coverage of the workplace under collective labor bargaining, and firm size. It also examines the extent of gender‐based industry and occupational segregation within the confines of data set and computes the Duncan & Duncan segregation index. We find that a large portion of the gender wage gap is attributable to women's considerably lower levels of work experience and job tenure. Other important variables that lead to pay differentials are women's lower concentration in jobs covered by collective labor bargaining and a substantial degree of occupational and industrial segregation. The differential rates of return to many of the wage determinant variables are also found to be significant in the formation of the gender wage gap.     

职业成长与离职倾向:职业承诺与感知机会的调节作用

本文构建了职业成长对离职倾向的关系模型,实证分析了职业成长对离职倾向的作用机理。识别了职业成长与离职倾向关系中的两个重要调节变量,即职业承诺和感知机会。通过对九个城市961名企业员工的调查,采用回归分析处理数据,研究结果表明:职业成长对离职倾向具有很好的预测作用,职业成长四个因素对离职倾向均存在显著的影响;职业目标进展与职业能力发展交互作用于离职倾向;职业承诺越高的员工,他们对自身的职业能力发展、晋升速度越加关注,更可能会因为职业能力发展受限和晋升速度缓慢而产生高的离职倾向;随着员工感知机会的增加,职业成长对离职倾向的预测作用逐渐增强。     

Managing flexible work arrangements: Teleworking and output controls

Flexible work arrangements present managers with challenges regarding how to manage employees using these arrangements. To date, little research has investigated how managers address these challenges. We investigate the relationship between the use of a specific implementation of flexible work (teleworking) and control system design, specifically the emphasis on output controls. Teleworking reduces the feasibility of monitoring employee behaviour as a control mechanism. Control theory suggests that this might be compensated by placing more emphasis on output controls. We conduct a survey (N?=?897) among employees of a financial services institution, of whom 69% is allowed to telework. We find that among teleworking employees, the share of teleworking hours is positively related to the emphasis on output controls. However, employees who are allowed to telework report less emphasis on output controls by their manager relative to those not allowed to telework. We pose various directions for future research, which may help in explaining these findings.     

Why Do Women's Wages Increase So Slowly Throughout Their Career? A Dynamic Model of Statistical Discrimination

Abstract. The aim of this paper is to explain the growing wage differentials between men and women during their working careers. We provide a dynamic model of statistical discrimination, which integrates specific human capital decisions: on‐the‐job training investment and wages are endogenously determined. We reveal a small wage differential at the beginning of women's career, but women's wages increase more slowly; this is partly due to a lower level of human capital investment by women and partly because firms smooth training costs between different periods.     

Increasing flexibility in shiftwork arrangements

Abstract

Renewed interest in increasing flexibility in working time arrangements derives from both social and economic changes. The dominant reasons for greater flexibility in shiftwork arrangements relate to diverse business demands resulting from competitive pressures and rapid technological change, modern workers' personal preferences about the timing of work, and the reduction in hours of work. Many new patterns are applied to meet these demands. A review of innovative patterns reveals their close link with shorter working hours and diversifying career needs. Typical patterns include (a) hours averaging schemes, (b) flexible daily hours, (c) individualized free time schemes. (d) flexitime plus shift systems, (e) a combination of full-time and part-time systems, (f) job sharing, (g) temporary transfer to day work, and (h) career break schemes. Attention is drawn to multi-skilling of workers associated with more independent responsibility and closer communication. Changes to a flexible pattern are usually a result of consultations that respond to the conflicting interests of employers and workers. Support is necessary for a process of informed joint planning. Particularly useful are: (1) identification of operational demands and individual preferences about increasing flexibility in work schedules; (2) presentation of available options with information on implications for workers' health and social life; and (3) facilitating training and group consultation. The adjustments required depend greatly on how the tasks of individual workers are reorganized. In increasing the flexibility of shift schedules, it is important to learn from positive experiences of joint optimization of work content and working time arrangements.     

The Career Attitudes and Intentions of Managers in the Finance Sector

A questionnaire survey of career attitudes and intentions was administered to 1646 middle managers from eight organizations in the UK finance sector. Lengths of time in the organization, in previous and in present job were shown to predict career attitudes and intentions. Longer-serving managers were less ambitious and were unwilling to accept various career options. Those who had spent longer in their present job neither expected any change nor were willing to accept it. While decreased inter and intraorganizational mobility are consequences of cost-cutting and recession, it is argued that efforts to increase mobility are likely to pay dividends. Other measures may also succeed, given the finding that organizations differed in terms of their managers' career attitudes and intentions over and above the effects of mobility.     

Are More Competent Workers More Satisfied?

Abstract. In this paper, we analyse the relationship between workers' competencies and their job satisfaction in the context of dual (i.e. vocational versus communicative) skill demands. We analyse the effects of workers' competencies on their overall, intrinsic, and extrinsic job satisfaction. We focus on pharmacy assistants who need both pharmaceutical and communicative competencies in their work. Results from a linked employer–employee survey show that assistants with more communicative competencies are more satisfied with their job, whereas assistants with more pharmaceutical competencies are not more satisfied than the less competent assistants. In addition, workers who perform tasks below their level of competence are more dissatisfied with both their remuneration and career prospects and the content of their job as such, than were other workers. Our results indicate that the demand shift from vocational towards communication skills, which occurs in many professions, can affect the job satisfaction of the most competent workers.     

Claiming authority: How women explain their ascent to top business leadership positions

Career stories of 50 female executives from major corporations and high-growth entrepreneurial ventures suggest two alternative accounts of how women legitimize their claims to top leadership positions: navigating and pioneering. In navigating accounts, the women legitimized their claims to top authority positions by following well institutionalized paths of career advancement (e.g., high performance in line jobs) and self-advocating with the gatekeepers of the social hierarchy (e.g., bosses, investors). In pioneering accounts, the women articulated a strategic vision and cultivated a community of support and followership around their strategic ideas and leadership. The career stories suggested that, when the women's authority claims were not validated, they engaged in narrative identity work to revise their aspirations and legitimization strategies. Sometimes narrative identity work motivated women to shift from one type of account to another, particularly from navigating to pioneering. Based on inductive analyses of these 50 career stories, I propose a process model of how women legitimize their claims to top leadership positions by recursively resetting career accounts as authority claims succeed or fail.     

Job demands and work-related psychological responses among Malaysian technical workers: The moderating effects of self-efficacy

Abstract

Job design has long been found to affect the work-related psychological responses of employees, such as psychological strain, job satisfaction, and turnover intentions, but scholars have begun to question whether established theoretical relations regarding job design continue to hold given the enormous changes in the nature of work during the past two decades. It is also increasingly recognized that individual differences affect work behaviours in substantial ways, but few studies on work design have investigated these differences. We addressed these concerns with a two-wave longitudinal study among 245 technical workers at a telecommunications company in Malaysia, a country that has a collectivist culture and a high power distance between managers and subordinates. We examined the moderating effects of job control and self-efficacy on the relationships between job demands and employee responses. The results failed to support the job demands-control model, as job control variables did not moderate the impact of demands on employee work-related psychological responses. However, self-efficacy moderated their impact on psychological strain (although not on job satisfaction or turnover intentions). Our findings provide insight into the moderating effect of self-efficacy, and suggest that practitioners interested in reducing psychological strain should consider making efforts to increase self-efficacy among employees.     

Workplace flexibility and new product development performance: The role of telework and flexible work schedules

This paper investigates the effects of telework and flexible work schedules on the performance of teams in new product development projects. Organizations increasingly introduce workplace flexibility practices that provide flexibility with regard to where or when the employee works. The findings of NPD teams in five cases, situated in two telecommunication firms, show that telework has a positive effect on NPD performance through enabling knowledge sharing, cross-functional cooperation and inter-organizational involvement. This improves the speed and quality of product development, provided that face-to-face contact is not completely replaced by virtual contact. A basic level of face-to face contact is necessary to offset the negative effects of telework on the quality of the shared knowledge, which are larger when the knowledge is sticky. Flexible work schedules and unexpectedly hot-desking were found to increase telework usage. This implies for managers that workplace flexibility needs enablers and cannot do without a sufficient level of face-to-face contact.     

Relationships between work-family culture and work attitudes at both the individual and the departmental level

There is a need to better understand the nature of work-family culture and its relationships with job-related outcomes. The main objective of this study was to investigate the associations between a supportive work-family culture and work attitudes (i.e., job satisfaction, work engagement, turnover intentions) at both the individual and work departmental level. Survey-based data were gathered from 52 Finnish work departments (1219 individuals) in the domains of health care, ICT, and the paper industry. Data were analysed via multilevel structural equation modelling. Work-family culture was assessed via managers’ supportiveness, organizational time demands, and the expected career consequences of taking up work-family-related benefits. The results showed, first, that employees in the same work department shared similar perceptions of the department's work-family culture and work attitudes; second, the perceptions of the work-family culture shared within the work department as well as employees’ individual perceptions of it were associated with work attitudes. Thus, the positive effects of a supportive work-family culture on work attitudes were established at both the individual and work departmental levels.     

Increasing flexibility in shiftwork arrangements

Renewed interest in increasing flexibility in working time arrangements derives from both social and economic changes. The dominant reasons for greater flexibility in shiftwork arrangements relate to diverse business demands resulting from competitive pressures and rapid technological change, modern workers' personal preferences about the timing of work, and the reduction in hours of work. Many new patterns are applied to meet these demands. A review of innovative patterns reveals their close link with shorter working hours and diversifying career needs. Typical patterns include (a) hours averaging schemes, (b) flexible daily hours, (c) individualized free time schemes. (d) flexitime plus shift systems, (e) a combination of full-time and part-time systems, (f) job sharing, (g) temporary transfer to day work, and (h) career break schemes. Attention is drawn to multi-skilling of workers associated with more independent responsibility and closer communication. Changes to a flexible pattern are usually a result of consultations that respond to the conflicting interests of employers and workers. Support is necessary for a process of informed joint planning. Particularly useful are: (1) identification of operational demands and individual preferences about increasing flexibility in work schedules; (2) presentation of available options with information on implications for workers' health and social life; and (3) facilitating training and group consultation. The adjustments required depend greatly on how the tasks of individual workers are reorganized. In increasing the flexibility of shift schedules, it is important to learn from positive experiences of joint optimization of work content and working time arrangements.     

CLASH OF CAREER AND FAMILY: FERTILITY DECISIONS AFTER JOB DISPLACEMENT

In this paper we investigate how career considerations may affect fertility decisions in the presence of a temporary employment shock. We compare the birth rates of women displaced by a plant closure with those of women unaffected by job loss after establishing the pre‐displacement comparability of these groups. Our results reveal that job displacement reduces average fertility by 5%–10%, and that these effects are largely explained by the response of women in more skilled occupations. We offer an explanation of our results based on career interruptions of women.     

Implementing Computerization in Hospitals:

This study examines the impacts of a medical information system (MIS) upon select work related attitudes and reported work role behavior of a randomly selected group of hospital employees. Measures of attitude toward the MIS, job satisfaction, role tensions, and reports of work activities were administered at three points before and after the implementation of the system. Results of analyses of the trends that were observed suggest that over time employee attitudes toward the system became less favorable, levels of job satisfaction increased, and that the system's introduction affected several categories of reported work activity.     

Residential Location,Job Location,and Wages: Theory and Empirics

I develop a stylized partial on‐the‐job equilibrium search model that incorporates a spatial dimension. Workers reside on a circle and can move at a cost. Each point on the circle has a wage distribution. Implications about wages and job mobility are drawn from the model and tested on Danish matched employer–employee data. The model predictions hold true. I find that workers working farther away from their residence earn higher wages. When a worker is making a job‐to‐job transition where he/she changes workplace location he/she experiences a higher wage change than a worker making a job‐to‐job transition without changing workplace location. However, workers making a job‐to‐job transition that makes the workplace location closer to the residence experience a wage drop. Furthermore, low‐wage workers and workers with high transportation costs are more likely to make job‐to‐job transitions, but also residential moves.     

Should I Stay or Should I Go? Explaining Turnover Intentions with Organizational Identification and Job Satisfaction*

The social identity approach is a powerful theoretical framework for the understanding of individuals' behaviour. The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines one's self‐esteem. In the organizational world, social identity and self‐categorization theories state that a strong organizational identification is associated with low turnover intentions. Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of one's task and working conditions. In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions.     

Investigating Unpaid Overtime Working among the Part‐time Workforce

This paper considers whether unpaid overtime working relates to contracted working hours (i.e. whether an employee works part‐time or full‐time) in Britain. It uses the authoritative 2004 British data set Workplace Employment Relations Survey to derive a sample of 4,530 workers, from 735 workplace establishments, who worked unpaid overtime. It tests hypotheses linking contracted working hours to unpaid overtime, and whether this link is moderated by gender, occupational group and the availability of flexible working arrangements. Part‐time workers were found to work significantly more unpaid overtime hours compared with their full‐time counterparts. Gender, occupation and flexible working practices moderated this relationship, where the extent to which part‐timers work more unpaid overtime than their full‐time counterparts was greater for men than for women, was greater for professional/managerial part‐time workers compared with other occupations, and was more evident in establishments less likely to offer flexible working arrangements. The findings raise concerns about the exploitation of part‐time workers.