The Significance of Shift Work: Current Status and Future Directions

This paper provides a review and synthesis of research literature on the effects of shift work on workers’ physical health, mental health/well-being, and family life. The focus is on current knowledge, unanswered questions, and new directions for future research. The selection of research literature is guided by a general conceptual framework that identifies predictor variables, moderating variables, and outcome variables. The paper concludes with a discussion of the variables that should be incorporated into an agenda for future research.     

Illuminating gendered organization assumptions

One key to why organizations have been less successful at integrating a work–family agenda into their organizational cultures is that workplaces have failed to consider how gender assumptions influence workplace practices, policies and cultures. This paper presents a theoretical framework for considering how gender role assumptions have prevented organizational attempts to become family friendly. Further, this paper uses an organizational case study to illustrate this point. Specifically, a theory of gendered organizations is used to frame an analysis of 30 employee interviews. Data suggest that gendered organizational assumptions inherent to several workplace policies and practices contribute to employee strain associated with negotiating the demands of life on and off the job. Further, the findings show that these gendered organizational assumptions prevent organizations from developing workplace cultures responsive to employees' work, family and personal needs. A brief review of the interdisciplinary work–family field is presented, followed by a discussion of gendered organizations. Then, using interview data collected from management and ‘front‐line’ female and male workers employed at a municipal government, this paper examines how workplace practices, presumably gender neutral, affect employees and the organizational culture in which they work.     

Scheduling challenges among workers in low-wage hourly jobs: similarities and differences among workers in standard- and nonstandard-hour jobs

Work schedules are a central theme in the work–family challenges of low-wage hourly workers. Yet, research on scheduling patterns among this worker population has primarily focused on nonstandard schedules. We know very little about the scheduling patterns of workers in hourly jobs with standard fixed schedules. Knowledge about the key scheduling challenges by schedule type is necessary to develop targeted workplace solutions, such as flexible work arrangements, to enhance work–life fit among workers in low-wage hourly jobs. Using the 2008 National Study of the Changing Workforce, bivariate and multivariate analyses were employed to determine (1) the prevalence of rigid, unpredictable and unstable work schedules among low-wage hourly workers employed in jobs with standard and nonstandard schedules and whether there is variation in these scheduling practices among full- and part-time workers; and (2) the individual or job characteristics that influence the odds of experiencing rigid, unpredictable or unstable work schedules. Results indicate that rigid and unpredictable schedule practices are most prevalent among low-wage hourly workers in full-time standard-hour jobs and part-time nonstandard-hour jobs, while unstable scheduling practices are most prevalent among hourly workers in full- and part-time nonstandard-hour jobs. Implications and limitations of the research are discussed.     

Work‐life policies and programs: Comparing the responsiveness of nonprofit and for‐profit organizations

Analysis of the data from the 1998 Business Work‐Life Study, one of the first comprehensive studies of how U.S. organizations are responding to the work‐life needs of the nation's changing workforce, indicates that nonprofits with one hundred or more employees are more likely than for‐profits to offer particular types of work‐life policies and programs (such as extended leaves following birth or adoption) and to pay for at least some of the costs of health insurance for part‐time employees. In contrast, nonprofits are less likely to offer other work‐life supports (such as paid maternity leave). Despite the resource constraints that can restrict the compensation and benefits packages offered by some nonprofits, the overall scope of the work‐life initiatives established by nonprofits is similar to those initiatives at for‐profit organizations. Regression analyses find that although organizations' profit status does not explain variance in the scope of their work‐life initiatives, three of the variables measured by this study (indicators of workplace commitment to diversity and work‐life issues, percentage of women in executive positions, and the size of the workforce) do.     

Intimate partner violence, women, and work: coping on the job

Intimate partner violence is a significant health problem for women, with consequences extending to work as well as society at large. This article describes workplace interference tactics, how women cope with violence at work, and workplace supports for a sample of recently employed women with domestic violence orders (DVO; n = 518). Results indicate that violent partners used a wide range of work interference tactics, that women were more likely to tell someone at work about the victimization than they were to hide the information, and that coworkers and supervisors provided a range of supports to women who did disclose their situation. Implications for further research and practice are discussed.