Entitlement to Work-Life Balance Support: Employee/Manager Perceptual Discrepancies and Their Effect on Outcomes

Abstract

We broaden contemporary understandings of the relationship between HR practices that support work‐life balance and organizational as well as individual outcomes, through a focus on perceptual discrepancies of entitlement. To theorize this notion, we adopt the self‐perception accuracy model and extend it by investigating whether any employee/management discrepancies in perceptions of entitlement mediate the relationship between HR practices supporting work‐life balance and outcomes. We use data from 20 European countries and apply a multilevel statistical methodology. Our results did not reveal significant mediation effects, but the perceptions of managers, not of employees, are related to HR practices that support work‐life balance. Furthermore, employees tend to have higher expectations of entitlement than does management. Finally, the more aligned management and employee perceptions of entitlement, the higher the positive organizational and individual outcomes over and above contextual idiosyncrasies. Findings denote that, in achieving positive outcomes for employees and organizations, managing perceptions regarding organizational support for work‐life balance is more important than actual support practices. © 2015 Wiley Periodicals, Inc.

Can organisational work–life policies improve work–life interaction? A scoping review

“…Three studies used a single-item measure of conflict between the two domains. Goñi-Legaz and Ollo-López (2016) and Stavrou and Ierodiakonou (2016) used one item asking about worklife balance, whereas Fujimoto et al (2008) examined conflict in balancing work and child care.…”

“…Two studies examined the relationship between work-life interaction and both policy availability and use (O'Driscoll et al, 2003;Russell et al, 2009). Seven studies explored the relationship between policy use and worklife interaction, and in doing so, assessed availability of policies, but did not analyse outcomes in terms of policy availability (Aycan & Eskin, 2005;Fujimoto et al, 2008;Goñi-Legaz & Ollo-López, 2016;Jang et al, 2016;Secret & Sprang, 2002;Stavrou & Ierodiakonou, 2016;Thompson & Prottas, 2005). The remaining seven studies examined only the availability of policies, not use, in relation to work-life interaction (Afrianty et al, 2015;Breaugh & Frye, 2008;Brough et al, 2005;Hammer et al, 2005;Lapierre & Allen, 2006;Lembrechts et al, 2015;Somech & Drach-Zahavy, 2012).…”

“…Some studies found no evidence of policy availability assisting work-life interaction (Jang et al, 2016;O'Driscoll et al, 2003;Thompson & Prottas, 2005). Secret and Sprang (2002) and Stavrou and Ierodiakonou (2016) found the availability of leave policies helped employees ease problems with managing time, but none of the policies examined assisted with the conflict experienced between the work and nonwork domains.…”

Examining the link between flexible working arrangement bundles and employee work effort

“…A related argument is conveyed in the psychological contract theory, proposing that if employees feel entitled to FWAs or if such practices become a right built into the employee−employer psychological contract, then such practices might not be perceived as a benefit anymore (Putnam et al, ). Employees with a strong sense of entitlement are more likely to show low motivation and engagement and, therefore, are less likely to show reciprocity (Stavrou & Ierodiakonou, ). Consequently, any positive association between employee‐centered FWAs and work effort will weaken.…”

The effects of offering flexible work practices to employees with unpaid caregiving responsibilities for elderly or disabled family members

“…Flexible work practices should therefore enhance the likelihood of disclosure of caregiving responsibilities by positively shaping an employee's judgment of the ease of disclosure and its potential benefits and costs. For example, Stavrou and Ierodiakonou () found that the availability of work–life practices strengthened managers belief that the organizations had an ethical obligation to support employee work–life needs. This position is supported in the disability literature where researchers have observed that HR practices enhance the likelihood of disclosing a “hidden” identity to supervisors and coworkers (Santuzzi & Waltz, ).…”