Exploring managers’ attitudes toward work/family programs in the private sector.

Stout, Marianne S.; Awad, Germine H.; Guzmán, Michele R.

doi:10.1037/mgr0000005

Cited by 9 publications

(3 citation statements)

References 31 publications

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“…As Madsen (2003a) suggested, telework is a complex intervention that requires “both individual and organizational culture changes” (p. 35). Managers who supervise teleworkers should be well-equipped to respond to these changes and manage the changes effectively for the benefit of the individuals and the organization (Stout, Awad, & Guzmán, 2013). Furthermore, by implementing successful flexible work arrangements, managers can better position themselves as strategic leaders “in the optimization and realization of the key performance objectives and outcomes of an organization” (Morris, 2012, p. 436).…”

Section: Discussionmentioning

confidence: 99%

Overcoming telework challenges: Outcomes of successful telework strategies.

Greer¹,

Payne²

2014

The Psychologist-Manager Journal

167

176

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Given the prevalence and continued growth of teleworking, future teleworkers and their managers need to be informed about the challenges that may hinder effective teleworking and potential strategies for overcoming those challenges. Quantitative and qualitative survey data were collected from 86 high performing teleworkers and their respective supervisors. Semantic themes representing categories of challenges and strategies emerged from the qualitative data. Some of the identified strategies included the use of advanced technology, communicating with family, task planning, and striving for extra productivity. The strategies were correlated with turnover intentions, work-to-family facilitation, and family-to-work facilitation. Implications for the management of teleworkers and suggestions for future research are discussed.

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Section: Discussionmentioning

confidence: 99%

Overcoming telework challenges: Outcomes of successful telework strategies.

Greer¹,

Payne²

2014

The Psychologist-Manager Journal

167

176

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“…Furthermore, middle managers act as a vital “organisational lubricant” (Cooper & Baird, 2015, p. 570), translating organizational policy into practice (den Dulk & de Ruijter, 2008; Maxwell, 2005). Many studies have examined the role of middle managers in the implementation of specific components of gender equality policy—such as facilitating flexible work (see, e.g., Bond & Wise, 2003; Cooper & Baird, 2015; Stout, Awad, & Guzmán, 2013; Williams, 2019) but fewer studies have examined middle mangers' role in supporting or hindering the progress of gender equality policies more generally (Kelan & Wratil, 2018).…”

Section: Middle Managers' Role In Progressing Gender Equalitymentioning

confidence: 99%

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Colley

Williamson

Foley

2020

Gender Work & Organization

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Gender inequality persists in the public services in many Organisation for Economic Co‐operation and Development countries, despite decades of policy and strategic initiatives designed to promote greater equality. Resistance to gender equality, characterized by opposition to change or support for the status quo, has emerged as one potential explanation for the disconnection between policies and outcomes. This article explores whether concepts of resistance assist to explain slow progress towards gender equality in our study of four Australian public sector jurisdictions, where we asked middle managers about their understanding of, and action towards, gender equality. We found that managers were committed to gender equality and held a general understanding of their jurisdiction's gender equality policies, but lacked a deeper understanding of how organizations and human resource practice are gendered, which impeded translating commitment into action. This resulted in various levels of resistance and an unwillingness or inability to operationalize policies and strategies. This indicates that public services have progressed from identifying the problem to not knowing how to operationalize solutions. Our research contributes to the resistance literature, showing the existence of the various forms of gender equality resistance, which can impede action. A further contribution is that our research did not find differences between the approaches of male and female managers in gender‐balanced organizations, with both equally aware of the policies but demonstrating similar levels and types of resistance.

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“…Berdasar studi dari Lepley et al (2015) menyebutkan adanya dua prediktor seorang atasan akan memberikan fleksibilitas bekerja pada anak buah, yaitu dukungan dari manajemen dan pentingnya fleksibilitas kerja bagi karyawan. Selain itu, menurut Stout, Awad, & Guzman (2013), manajer/ atasan akan mendukung fleksibilitas kerja manakala manajer mempersepsikan anak buahnya memiliki tanggung jawab terhadap pekerjaan. Dengan demikian, perlu kiranya bagi perusahaan menyiapkan mekanisme pelaksanaan (workload, sistem koordinasi, KPI) sebelum menjalankan kebijakan fleksibilitas bekerja.…”

Section: Hasil Dan Pembahasanunclassified

Apakah Bekerja Secara Flextime Mendukung Contextual Performance Karyawan?

Nuraini

Suyasa

2019

JMISHUMSEN

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ABSTRAKSemakin majunya teknologi telekomunikasi dan digital memungkinkan karyawan untuk dapat bekerja secara flextime. Pilihan ini disikapi secara pro dan kontra di banyak perusahaan karena studi tentang dampak dari bekerja secara flextime masih jarang ditemukan dan menjadi perdebatan. Penelitian ini bertujuan untuk melanjutkan penelitian sebelumnya tentang benefit penggunaan flextime terhadap affective well-being dan untuk melihat peran lebih lanjut pada contextual performance (CP) karyawan di PT A. Penggunaan flextime didefinisikan sebagai sejauh mana karyawan memiliki kontrol untuk mengatur jam kedatangan, kepulangan, frekuensi istirahat dan durasi waktu istirahat dalam 1 (satu) hari kerja. Contextual performance adalah frekuensi karyawan melakukan perilaku yang mendukung organisasi secara sosial dan psikologis dalam pelaksanaan fungsi utama perusahaan. Affective well-being mengacu pada frekuensi dan intensitas emosi positif/ negatif dan mood partisipan dalam 1 (satu) bulan terakhir. Work-nonwork boundaries mengacu pada perilaku yang selama ini dilakukan untuk memisahkan mental (psikologis) karyawan antara peran di pekerjaan dan di rumah. Partisipan pada studi ini sebanyak 323 orang karyawan. Hasil pengujian dengan path analysis menggunakan SPSS menyatakan bahwa penggunaan flextime memiliki peran terhadap CP karyawan. Hal ini berarti semakin sering karyawan bekerja dalam mekanisme flextime, CP karyawan akan lebih baik, dan begitu pula sebaliknya. Beberapa temuan penting dan perbedaan dengan penelitian sebelumnya dijelaskan dalam kesimpulan, termasuk menyoroti perbedaan budaya responden. Untuk penelitian lebih lanjut, dapat menggunakan sampel dengan unit kerja yang lebih spesifik, dan/ atau menganalisa berdasar bentuk lain fleksibilitas kerja (flexplace dan temporal flexibility). Kata Kunci : contextual performance, affective well-being, work-non work boundaries, flextime ABSTRACTThe advancement of telecommunication and digital technology allows employees to work flextime. This option is still perceived differently by many companies because studies of the effects of working flextime are scarce and still being debated. This study aims to continue previous research on the benefits of using flextime for affective wellbeing and to further see its role in the contextual performance (CP) of employees of PT A. The use of flextime is defined as the extent to which employees can alter their starting and finish times, break frequency and break time duration in 1 (one) working day. Contextual performance is the frequency of employees performing behaviors that support the organization socially and psychologically in the implementation of the company's main functions. Affective well-being refers to the frequency and intensity of positive / negative emotions and moods of participants in the past 1 (one) month. Work-nonwork boundaries refer to behaviors done to separate employees ' mental (psychological) state between roles at work and at home. Participants in this study were 323 employees. Path analysis test results using ...

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Exploring managers’ attitudes toward work/family programs in the private sector.

Cited by 9 publications

References 31 publications

Overcoming telework challenges: Outcomes of successful telework strategies.

Overcoming telework challenges: Outcomes of successful telework strategies.

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Apakah Bekerja Secara Flextime Mendukung Contextual Performance Karyawan?

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