The current study examined how work support resources and working from home influenced forms of work-family conflict (WFC) in employees at a large corporation. Scales measuring employee's general WFC, time-based WFC, and strainbased WFC were used to evaluate the extent to which employees experienced workinduced conflict at home. Two forms of working at home were assessed, days worked at home and extra hours worked at home, and five variables measured the extent of one's support resources: work social support, organizational support, individual consideration from one's manager, idealized influence from one's manager and contingent reward from one's manager. We predicted that days worked at home would be negatively related to the three forms of WFC, while the extra hours worked at home would be positively related. Moreover, we hypothesized that the five support variables would moderate the relationship between extra hours worked at home and the types of WFC. The data supported some of the predictions, and the implications of these findings are discussed.
This article examines the plausible interactions and ramifications of chronic and acute stressors in the workplace. Our position is that current organizational change and work stress models inadequately address the subjective experience of employees. We use existing physiological adaptation paradigms as starting points to illuminate the psychological responses to multiple and simultaneous environmental demands. A new framework is developed, the Asynchronous Multiple Overlapping Change (AMOC) model, to account for the complexity of contemporary work settings. We suggest that the net effect of employee response to continuous major and minor organizational changes is a primary contributor to employee resistance to change: The cumulative impact of multiple and sometimes conflicting change initiatives eventually overwhelms cognitive appraisal and coping mechanisms. Other theoretical, empirical, and practical implications of the proposed framework are also discussed.
The present study explores the multiple ways employees are affected by pervasive and complex organizational change. Across a 10-year period, the authors surveyed 525 white- and blue-collar workers on four separate occasions during which time the company experienced, for example, a difficult financial period, several large downsizing events, the implementation of new technologies, and a move toward a “flatter” managerial structure. At Time 4, shortly after the organization experienced a substantial economic turnaround, the authors found that most but not all of the job and organizational attitudes returned to Time 1 levels. Many of the measures of health and various indices of the work—family relationship however showed both positive and negative lasting effects. These findings are discussed in light of current thinking regarding worker engagement and the psychological contract between workers and organizations.
In an effort to identify groups who may be more vulnerable to tension-reduction drinking (Frone, 2003), we examine whether drinking alcohol in response to work stress varies as a function of whether workers were raised in homes where (a) both parents abstained from alcohol, (b) at least one parent drank nonproblematically, (c) at least one parent drank problematically, or (d) both parents drank problematically. Employees participating in a large, longitudinal study who reported using alcohol in the previous year (N=895) completed various measures of work stressors, alcohol use, and alcohol problems. We found few mean group differences for either the work stressor or alcohol measures, but we did find a greater number of significant and moderate correlations between work stressors and alcohol for those reporting that both parents drank alcohol problematically. Interestingly, a number of significant correlations were found for those reporting that both parents abstained from alcohol; few were found for the two groups reporting that at least one parent drank with or without alcohol problems. Results are interpreted in light of where and how alcohol expectancies and other coping methods are learned.
The tension-reduction model that links workplace stress to alcohol use and problems has received mixed support in previous investigations. Following recommendations that this model include moderated mediated relationships (Frone, 1999) using more specific forms of workplace stress, we examine the impact of gender ratio, generalized workplace abuse, and stereotype threat in an effort to predict alcohol use and problems particularly for managerial women. A total of 1410 (57 per cent response rate) employees completed a survey containing items on job stress, escapist reasons for drinking, and alcohol consumption and problems, and SEM analyses were conducted separately for managerial and non-managerial men and women. Results revealed that: (a) these three workplace stressors were differentially related to general workplace stress for the four groups; and (b) the contributions of the three stressors and of general work stress to the alcohol-related variables varied by group. Copyright Blackwell Publishing Ltd 2007.
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