This study was designed to gain more insight in the different ways in which work and family roles can benefit each other. Both qualitative (N=25) and quantitative (N=352) results obtained in a financial service organization supported the distinction between energy-based, time-based, behavioral, and psychological work-family facilitation, in addition to different types of work-family conflict that were identified in previous research. As expected, facilitation contributed substantially and differentially to the prediction of work and nonwork outcomes, over and above the effects of conflict. As predicted, women experienced higher levels of facilitation than men did. Furthermore, results indicate that examining facilitation, in addition to conflict, is especially important to predict the work and home life experiences of women.

Using multiwave survey data collected among 251 financial sales professionals, we tested whether involuntarily working more from home (teleworking) was related to higher time-based and strain-based work-tofamily conflict (WFC). Employees' boundary management strategy (integration vs. segmentation) and work-family balance self-efficacy were considered as moderators of these relationships. Data were collected one month before, three months after, and 12 months after the implementation of a new cost-saving policy that eliminated employees' access to office space in a centralized work location. The policy resulted in employees being forced to work more from home. A voluntary telework program had been in effect before the new policy, implying that working more from home as a result of the new policy was involuntary in nature. Results revealed that involuntarily working more from home was associated with higher strain-based WFC but not higher time-based WFC. However, moderator analyses revealed that the positive association between involuntarily working more from home and both types of WFC was significantly stronger among employees with weaker self-efficacy in balancing work and family. Boundary management strategy had no detectable moderating effect.

SummaryPast work-family research has shown that employees' work-family conflict experiences relate to adverse self-reported health and performance outcomes, whereas work-family facilitation experiences relate positively to these self-reports. The present research extends these findings by relating experiences in the work-family interface to objective health and performance indicators. We conducted two studies within a multinational financial services organization. The results of Study 1, a large-scale cross-sectional study (N ¼ 1134), supported our hypotheses that conflict experiences relate to objective indicators of poor health (cholesterol level, body mass index, physical stamina), whereas facilitation experiences indicated better health. Study 2 (N ¼ 58) was designed to longitudinally examine the relationship between employees' facilitation experiences and their objective physical health (cholesterol level, body mass index), actual sickness absence, and objective job performance over time. Corroborating our hypotheses, facilitation at Time 1 reliably predicted better physical health (cholesterol level and BMI), lower absenteeism, and increased job performance one year later (after correction for base-line indicators). This research makes an important and much needed contribution to the literature and indicates that supporting employees to combine work and family roles not only enhances subjective well-being of individual employees but also objectively benefits the organizations they work in.

Purpose: The purpose of this study was to investigate the effects of a mandatory transition to New Ways of Working (NWW) on employees' job demands (i.e., mental demands, workload, and task ambiguity), job resources (i.e., autonomy, supervisor support, coworker support, and possibilities for development), and their levels of burnout and work engagement. Additionally, it was investigated whether the effects of the transition depended on employees' personal resources (Psychological Capital-PsyCap). Design/methodology/approach: We investigated an organization in transition. In three waves (one before and two after the transition), data were collected via online surveys among 126 employees of a large Dutch provider of financial services. Findings: NWW were beneficial in reducing mental demands and workload and did not harm the relationships with supervisor and coworkers. However, autonomy and possibilities for professional development decreased. Burnout and work engagement remained stable over time. The effects of the transition did not depend on employees' PsyCap. Implications: NWW have received a very positive popular press. Scientific evidence for its beneficial and/or adverse effects on worker well-being can help organizations making an informed decision when considering NWW. Moreover, this can help to develop targeted interventions that alleviate the negative consequences (e.g., paying extra attention to professional development). Originality/value: This is one of the first longitudinal studies in which employees were followed who transitioned to NWW. Building on the Job Demands-Resources model, this study provides a comprehensive picture of the effects of NWW.

This study was designed to examine whether spouses' work-to-family (WF) enrichment experiences account for their own and their partner's marital satisfaction, beyond the effects of WF conflict. Data were collected from both partners of 215 dual-earner couples with children. As hypothesized, structural equation modeling revealed that WF enrichment experiences accounted for variance in individuals' marital satisfaction, over and above WF conflict. In line with our predictions, this positive link between individuals' WF enrichment and their marital satisfaction was mediated by more positive marital behavior, and more positive perceptions of the partner's behavior. Furthermore, evidence for crossover was found. Husbands who experienced more WF enrichment were found to show more marital positivity (according to their wives), which related to increased marital satisfaction in their wives. No evidence of such a crossover effect from wives to husbands was found. The current findings not only highlight the added value of studying positive spillover and crossover effects of work into the marriage, but also suggest that positive spillover and crossover effects on marital satisfaction might be stronger than negative spillover and crossover are. These results imply that organizational initiatives of increasing job enrichment may make employees' marital life happier and can contribute to a happy, healthy, and high-performing workforce.