Family-Friendly Work Practices and Job Satisfaction and Organizational Performance

Ko, Jaekwon; Hur, SeungUk; Smith‐Walter, Aaron

doi:10.1177/0091026013505503

Cited by 48 publications

(20 citation statements)

References 54 publications

(111 reference statements)

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“…The first split variable of the classification tree model was performance-oriented culture (particularly employee recognition), and it was strongly predictive of POP. This is consistent with the findings of prior studies showing strong associations between performanceoriented culture and POP [13,34,35]. Organizational culture defines the boundaries of acceptable action for employees and thus leads to the desirable behaviors and expected outcomes [12,36].…”

Section: The First and Second Split Variables From The Classification Tree Modelsupporting

confidence: 91%

“…In addition, this task-oriented leadership behavior of communicating the goals and priorities of the organization with employees leads to higher organizational commitment. According to Ko, Hur, and Smith-Walter [35], communicating with managers regarding the organizational goals and priorities was the most powerful predictor of organizational commitment. To promote this task-oriented leadership behavior and organizational commitment of employees, management in the public health and human services agencies need to encourage leaders and managers to evaluate and communicate the organizational progress toward achieving the agency's goals and missions.…”

Section: Risk Factors and Interaction Patterns In High-and Moderate-risk Subgroupsmentioning

confidence: 99%

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A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

et al. 2021

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Perceived organizational performance (POP) is an important factor that influences employees’ attitudes and behaviors such as retention and turnover, which in turn improve or impede organizational sustainability. The current study aims to identify interaction patterns of risk factors that differentiate public health and human services employees who perceived their agency performance as low. The 2018 Federal Employee Viewpoint Survey (FEVS), a nationally representative sample of U.S. federal government employees, was used for this study. The study included 43,029 federal employees (weighted n = 75,706) among 10 sub-agencies in the public health and human services sector. The machine-learning classification decision-tree modeling identified several tree-splitting variables and classified 33 subgroups of employees with 2 high-risk, 6 moderate-risk and 25 low-risk subgroups of POP. The important variables predicting POP included performance-oriented culture, organizational satisfaction, organizational procedural justice, task-oriented leadership, work security and safety, and employees’ commitment to their agency, and important variables interacted with one another in predicting risks of POP. Complex interaction patterns in high- and moderate-risk subgroups, the importance of a machine-learning approach to sustainable human resource management in industry 4.0, and the limitations and future research are discussed.

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Section: The First and Second Split Variables From The Classification Tree Modelsupporting

confidence: 91%

Section: Risk Factors and Interaction Patterns In High-and Moderate-risk Subgroupsmentioning

confidence: 99%

A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

et al. 2021

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“…While previous studies show that WLS practices have positively related to job satisfaction (Allen, 2001; Lapierre et al. , 2008; Ko et al. , 2013; Ronda et al.…”

Section: Introductionmentioning

confidence: 87%

How do work–life support practices impact bank employees' subjective well-being?

Roy

Arefin

Rahman

2022

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PurposeBased on the social exchange theory, the paper aims to explore the effects of work–life support (WLS) practices on subjective well-being through work engagement and job satisfaction.Design/methodology/approachData of 332 bank employees were collected in three waves and analyzed using AMOS and PROCESS macro.FindingsThe study revealed that WLS practices influenced employees' subjective well-being both directly and indirectly. The study's results further supported the serial mediation of the indirect effect through work engagement and job satisfaction.Practical implicationsOrganizational WLS practices are supposed to play an effective role in helping employees increase subjective well-being. Organizations should attach importance to implementing WLS practices to ensure that employees are engaged and satisfied. Furthermore, organizations should undertake and communicate favorable WLS practices to stimulate employees' work and non-work well-being.Originality/valueThe study is the first that examines the impact of WLS practices on employees' subjective well-being. Furthermore, the study offers novel insights regarding the dual mediation effect of work engagement and job satisfaction in the relationship between WLS practices and subjective well-being.

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“…In a related study, Jang's (2009) study found that when work schedules were viewed as being flexible, working parents felt that they had higher levels of work-life balance and well-being. Workers involved in formal flexible work arrangements (FWA) reported less stress and burnout than those who were not, and they reported an increase in job satisfaction and improved organizational performance (Ko et al, 2013).…”

Section: Institutional Supportmentioning

confidence: 99%

Toward a Family-Friendly Academy: HRD’s Role in Creating Healthy Work–Life Cultural Change Interventions

Eversole

Crowder

2020

Advances in Developing Human Resources

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The Problem The ideal worker in the Academy devotes most of their lives to scholarly pursuits, which leaves little time for family. This problem leads to work–life conflict, which is particularly concerning for faculty members who are seeking promotion and tenure. Work–life conflict is most challenging in the case of academic mothers, who face professional career challenges in addition to work–life conflict. Rigid organizational policies and non-supportive cultures perpetuate the problem, particularly when the faculty member is an academic mother seeking promotion and tenure. The Solution Human resource development (HRD) interventions implemented at the individual, departmental, and institutional levels (e.g., training development, performance management, and career development initiatives) have been shown to reduce work–life conflict, improve overall well-being, and create a more family friendly environment. Organization development (OD) cultural change interventions aimed at changing the Academy to become more family focused and supportive of career flexibility are recommended. The Stakeholders Academic faculty, higher education administrators, HRD scholars, and practitioners.

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Family-Friendly Work Practices and Job Satisfaction and Organizational Performance

Cited by 48 publications

References 54 publications

A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

How do work–life support practices impact bank employees' subjective well-being?

Toward a Family-Friendly Academy: HRD’s Role in Creating Healthy Work–Life Cultural Change Interventions

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