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SOEPpapers on Multidisciplinary Panel Data Research at DIW Berlin This series presents research findings based either directly on data from the German SocioEconomic Panel study (SOEP) or using SOEP data as part of an internationally comparable data set (e.g. CNEF, ECHP, LIS, LWS, CHER/PACO). SOEP is a truly multidisciplinary household panel study covering a wide range of social and behavioral sciences:

This meta-analysis investigates how three flexible work practices (FWPs), flexible work schedules, telecommuting and sabbaticals, affect organizational attractiveness for job seekers and the organizational attachment of employees. Based on organizational support theory and signalling theory, we conjecture that anticipated organizational support mediates the positive relationship between FWPs and organizational attractiveness. Applying the conservation of resources theory, we suggest that FWPs increase organizational attachment through increased perceived autonomy. Meta-analytic results based on 68 studies and 52,738 employees indicate that FWPs increase organizational attractiveness and that the positive effects are partially mediated by anticipated organizational support. We also find that flexible work schedules and sabbaticals (but not telecommuting) increase organizational commitment and that all FWPs decrease turnover intention. Furthermore, these effects are partially mediated by perceived autonomy. Implications for practice and future research are discussed.

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Purpose The purpose of this paper is to examine the effect of supervisor support for employees’ work-life balance (WLB) on employees’ intention to take sabbaticals. According to the theory of planned behavior, intentions are based on attitudes, subjective norms, and perceived behavioral control, which mediate the relationship between supervisor support and the intention to take sabbaticals. Design/methodology/approach Survey data were collected from 510 employees in Germany. The hypotheses developed are analyzed using structural equation modeling. Findings The results show that supervisor support has a direct negative effect on employees’ intention to take sabbaticals. In addition, supportive supervisors are associated with a decreased attitude toward sabbaticals, which reduces employees’ intention to take them. In contrast, supervisor support promotes employees’ perceived behavior control, which increases their intention to take sabbaticals. Practical implications The findings show that supervisors play an important role in employees’ decision-making process regarding whether to take sabbaticals. If supervisors are supportive regarding employees’ WLB, the need to take sabbaticals decreases. However, in order to encourage participation and to exploit the positive outcomes of sabbaticals, supervisors should communicate the possibility of taking them. Originality/value Prior research has focused solely on the direct link between supervisor support and the actual use of WLB policies. As behavior is intentional, it is important to understand how supervisor support affects employees’ intention to take sabbaticals. This paper explores the mechanism that explains the relationship between supervisor support and employees’ intention to take sabbaticals.