Changing Work, Changing Health: Can Real Work-Time Flexibility Promote Health Behaviors and Well-Being?

Moen, Phyllis; Kelly, Erin L.; Tranby, Eric; Huang, Qiuqiong

doi:10.1177/0022146511431418

Cited by 47 publications

(66 citation statements)

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“…Desirable features of a tool include a defined assessment protocol, adequate characterization of healthy versus unhealthy foods, assessment of price, availability, quality, and promotion of food (as these might influence consumer behavior), reliability, and validity. To date, most tools have accessed the consumer food environment in supermarkets, grocery stores, or convenience stores (Moen et al, 2011). Still, they have not reached non-traditional food places such as farmers' markets (Schultz et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Oil Palm Marketing Efficiency in Tommo District, Mamuju, Indonesia

Hasanuddin¹

2021

GRMAPB

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This study aims to determine the pattern of oil palm marketing channels, the number of costs and marketing margins obtained by each marketing agency, as well as the efficiency of oil palm marketing channels. The respondents were 34 information, consisting of 30 oil palm farmers and traders collecting oil palm FFB in Tommo District. Marketing of oil palm FFB is carried out using the snowball sampling method. The results of this study indicate that there are three marketing channels formed. Namely: Marketing channel I, namely Farmers sell directly to palm oil mills, Marketing channel II, namely sales through farmer groups then sold to palm oil mills, Marketing Channel III, namely Farmers selling to collector traders then sold to palm oil mills, highest marketing costs is in the channel I. The costs incurred in this marketing channel are transportation costs of Rp. 11.36/Kg of FFB, labor costs of Rp. 21.88/Kg of FFB, retribution costs of Rp. 7.71/Kg of FFB. Marketing Channel shows that marketing channel I is an efficient channel. With a margin value of 4.07 percent and a farmer's share of 95.92 percent, the production volume is 32.78 tons or 24.45 percent. Farmer share for the selling price of FFB is the highest farmer share because farmers directly sell their harvest to the factory.

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Section: Literature Reviewmentioning

confidence: 99%

Analysis of Oil Palm Marketing Efficiency in Tommo District, Mamuju, Indonesia

Hasanuddin¹

2021

GRMAPB

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“…However, they were unable to determine whether these differences were due to individuals in Asian countries having to work for long work hours and face huge work demands or due to the difference in reporting. Some studies from Western countries have demonstrated that organization support and flexible work arrangements are useful in decreasing WFC and enhancing well-being (Kossek et al, 2011;Moen et al, 2011). Such research on WFC in China is still lacking.…”

Section: Introductionmentioning

confidence: 99%

Perceived organizational support and employee well-being

Wattoo

Zhao

2018

CMS

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Purpose Considering work and family responsibility has become an important issue due to changes in the lives of people, understanding work and family responsibilities is essential for organizations in assisting employees to increase their well-being. Therefore, the purpose of this paper is to find the impact of perceived organizational support (POS) on work–family facilitation (WFF) and work–family conflict (WFC) and eventually on employee well-being. Design/methodology/approach A survey questionnaire is administered to 1,340 employees of Chinese enterprises. Structural equation modeling is used to test the model fit. Findings Results of this study indicate a significant positive relationship between POS and WFF and significant negative relation between POS and WFC. Results of this paper also indicate that WFF and WFC partially mediate the relationship between POS and employee well-being. Originality/value Over the past two decades, the extent of research on work–family literature has been increased. Most of the work–family research works have been conducted in the Western countries. Very little is known about whether these results are applicable to Eastern societies. This study is extended to focus on work–family literature by drawing a sample from different regions of China. The findings of this study may provide a good understanding of WFC and WFF for Chinese employees. This study stresses the importance of providing organizational support to increase the well-being of employees.

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“…They stress that reducing the mismatch should increase the motivation and productivity of employees while reducing absenteeism caused by health issues. Moen et al (2011) find that greater schedule control and reduced work-family conflict for employees result in positive changes in their health and in measures of wellbeing. Konrad and Mangel (2000) examine whether companies that have given flexibility to employees to help them balance their demand for work and personal life are more productive.…”

Section: Ijoa 273mentioning

confidence: 87%

When would creative R&D employees like to work?

Hazak

Ruubel

Virkebau

2019

IJOA

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Purpose This paper aims to identify which types of creative R&D employees prefer which daily and weekly working schedules. Design/methodology/approach This paper builds on an original repeated survey of creative R&D employees from Estonia and presents multinomial logit regression estimates based on a sample of 153 individuals from 11 entities. Findings The probability of women preferring their weekly work to be concentrated in three to four days is 20 percentage points higher than in men, and the case is similar for less-educated creative R&D employees. The more educated prefer the standard five-day working week. Men have a stronger preference for their week of work to be dispersed over six to seven days. Sleep patterns appear to relate to working time preferences as morning-type individuals have a stronger preference for a working day with fixed start and end times. Those who sleep 7 h or more per day prefer the standard five-day working week more, while employees who sleep less than 7 h favour a working week of six to seven days. Employees who desire more creativity intensity at work have a stronger preference for irregular daily working hours, as do those with poorer general health. Originality/value The results indicate that individual characteristics have a significant impact on the preferences for working time arrangements. Similar working time regulations for all employees appear outdated, therefore, and may make work inefficient and harm individual well-being, at least for creative R&D employees.

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Changing Work, Changing Health: Can Real Work-Time Flexibility Promote Health Behaviors and Well-Being?

Cited by 47 publications

References 0 publications

Analysis of Oil Palm Marketing Efficiency in Tommo District, Mamuju, Indonesia

Analysis of Oil Palm Marketing Efficiency in Tommo District, Mamuju, Indonesia

Perceived organizational support and employee well-being

When would creative R&D employees like to work?

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