Family-Supportive Work Environment and Employee Work Behaviors

Aryee, Samuel; Chu, Chris W. L.; Kim, Tae‐Yeol; Ryu, Seongmin

doi:10.1177/0149206311435103

Cited by 75 publications

(82 citation statements)

References 73 publications

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“…They should build individualized relationships with their followers and show that they care about their followers' work-life balance. Leaders' concern for followers' personal and familial well-being may be especially critical when companies lack formal family-supportive practices such as policies (e.g., flexible working hours) and benefits (e.g., child care subsidies; Aryee, Chu, Kim, & Ryu, 2013). Therefore, management training and development programs designed for innovation contexts should also include BL.…”

Section: Limitations Future Research and Practical Implicationsmentioning

confidence: 99%

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Gumusluoğlu

Karakitapoğlu‐Aygün

Scandura

2017

Journal of Leadership & Organizational Studies

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Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams' innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory's expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed.

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Section: Limitations Future Research and Practical Implicationsmentioning

confidence: 99%

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Gumusluoğlu

Karakitapoğlu‐Aygün

Scandura

2017

Journal of Leadership & Organizational Studies

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“…Although a plethora of studies have explored how organizational practices relate to work -life balance (Aryee, Chu, Kim, & Ryu, 2013), few have considered national-level contingencies. Generally, research on work -life issues originated in western liberal contexts (Lewis, Gambles, & Rapoport, 2007) and has ignored variations in national contexts (Ollier-Malaterre, Valcour, den Dulk, & Kossek, 2013).…”

Section: Introductionmentioning

confidence: 99%

Support for part-time work as a channel to female employment: the moderating effects of national gender empowerment and labour market conditions

Stavrou

Casper

Ierodiakonou

2014

The International Journal of Human Resource Management

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Using a multi-source data set collected across eight European countries, this article examines how characteristics of both the organizational environment and the larger national context relate to the organizational-level variable of women's employment. Our study revealed that, in countries that were high in gender empowerment measure (GEM), establishments that were more supportive of part-time work options also employed a higher proportion of women. One reason for this relationship may be that in high-GEM countries offering part-time employment is a way for an organization to signal its support for work-life balance, something that makes it more attractive to women. In countries with low GEM, an establishment's greater support for part-time work was associated with employing a greater proportion of women only when establishments experienced recruitment difficulties. Key differences in gender empowerment between countries are discussed.

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“…The Importance of Success and Failure at Camp 31 extent to which a youth program has a supportive culture can be a useful resource or a constraint that may influence the types of coping youth use after stressful events (Aryee, Chu, Kim, & Ryu, 2013;Parkes, 1986). However, whether a camp had a supportive culture (or other unique differences) was not accounted for but could be a line of inquiry in future research.…”

Section: Gender and Camp Differencesmentioning

confidence: 99%

The Developmental Importance of Success and Failure Experiences at Summer Camp

Wilson

Sibthorp

2017

JYD

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Young people can learn from success and failure. Such experiences are useful in developing skills (e.g., perseverance and coping), and remain essential facets of youth programming. However, success and failure can also impede development. Appraisal theory has been used widely to examine youths' experiences with success and failure in school and sport, yet summer camps represent an important setting where success and failure may look and feel different. In camp settings success or failure are often more subjective and less dependent on objective performance indicators such as grades, wins, or losses. Because of these contextual differences, little is known about youth experiences with success and failure at summer camp. Therefore, the primary aim of this study was to use summer camp as a context to describe youths' appraisals of success and failure experiences and the associated development. Findings explain how success and failure at camp can contribute to the positive development of selfefficacy, effective coping, and perseverance. Furthermore, some youth exhibit unproductive responses to failure at camp which may obstruct opportunities for growth. Implications for practice are recommended to help camp staff support young people through failure experiences and to maximize the positive developmental potential of both failure and success at camp.

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Family-Supportive Work Environment and Employee Work Behaviors

Cited by 75 publications

References 73 publications

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Support for part-time work as a channel to female employment: the moderating effects of national gender empowerment and labour market conditions

The Developmental Importance of Success and Failure Experiences at Summer Camp

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