Juggling work and family responsibilities when involuntarily working more from home: A multiwave study of financial sales professionals

Lapierre, Laurent; Steenbergen, Elianne F. van; Peeters, Maria C. W.; Kluwer, Esther S.

doi:10.1002/job.2075

Cited by 132 publications

(168 citation statements)

References 56 publications

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“…But what if it is not voluntary? Lapierre et al () show that non‐voluntary working from home is associated with negative outcomes such as strain resulting from work–family conflict. It would be valuable to conduct research that takes into account the fact that some employees work voluntarily from home while others do not, and the effect this distinction has on performance.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Co‐workers working from home and individual and team performance

Lippe

Lippényi²

2019

New Technol Work Employ

158

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The number of firms supporting work from home has risen dramatically as advances in communication technology have fundamentally transformed the way humans cooperate. A growing literature addresses working from home, but focuses only on individual workers, overlooking potential influence of co‐worker engagement. Our aim is to study the influence of co‐workers working from home on individual and team performance. We use unique data from a large‐scale survey involving nine European countries, 259 establishments, 869 teams and 11,011 employees to show that the impact of working from home by co‐workers on performance is considerable and has remained hidden in past studies because they did not account for co‐worker effects. While working from home may be useful for some workers, it does bring issues for them as well. Specifically, we demonstrate that co‐workers working from home negatively impact employee performance. Moreover, team performance is worse when more co‐workers are working from home.

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Section: Conclusion and Discussionmentioning

confidence: 99%

Co‐workers working from home and individual and team performance

Lippe

Lippényi²

2019

New Technol Work Employ

158

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“…These elements of the gloomy perspective can reduce work performance, hinder recovery, detract from WLB, and create work-family conflict. In fact, among the 37 studies reviewed here, study samples include those from Finland (Kinnunen et al, 2017), Belgium (Schooreel & Verbruggen, 2016), El Salvador (Las Heras, Rofcanin, Bal, & Stollberger, 2017, and the Netherlands (Biron & Van Veldhoven, 2016;Derks et al, 2015;LaPierre, Steenbergen, Peeters, & Kluwer, 2016;ten Brummelhuis & Van der Lippe, 2010). This suggests that this is not only the fastest growing stream of research but also perhaps the most diverse and generalizable mechanism of work-family backlash in terms of cross-cultural implications.…”

Section: Mechanism 3: Spillovermentioning

confidence: 92%

“…Macro. Organizations are innovating FWAs by restricting employee control-including involuntary work from home policies-as a means to save on overhead and reduce the size of physical office spaces (Lapierre et al, 2016). Yet, these policies are often mistakenly categorized or intentionally disguised as WLB policies (Fleetwood, 2007).…”

Section: Future Research Agendamentioning

confidence: 99%

Work–Family Backlash: The “Dark Side” of Work–Life Balance (WLB) Policies

Perrigino¹,

Dunford²,

Wilson³

2018

ANNALS

117

125

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Although continuing to capture the attention of scholars, the study of "work-family backlash" remains plagued by a lack of conceptual clarity. As a result, there is growing evidence to suggest that there is a dark side to work-life balance (WLB) policies, but these findings remain scattered and unorganized. We provide a synthesis of this literature, defining work-family backlash as a phenomenon characterized by negative attitudes, negative emotions, and negative behaviors-either individual or collective-associated with WLB policies [i.e., on-site provisions, leave policies, and flexible work arrangements (FWAs)] within organizations. We conceptualize and define four primary mechanisms involving multiple levels of analysis through which the phenomenon operates. More micro levels of analysis within organizations are characterized by (1) an inequity mechanism, (2) a stigma mechanism, and (3) a spillover mechanism. Although less developed in the literature to date, more macro levels of analysis-including the organization and societal levels-are characterized by (4) a strategic mechanism. We explain these four primary mechanisms-including the theories and literatures on which they are grounded-and develop an original conceptual model to catalyze future research. 600

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“…For example, a study of 251 sales professionals found that involuntary telework led to higher levels of strain-based work-to-family conflict and, among those who indicated low self-efficacy for managing the multiple demands of the home and work environment, there was an increase in both time and strain-based work-to-family conflict (Lapierre et al, 2016). This suggests that attitudes toward telework are unlikely to be positive if telework has been imposed on rather than chosen by employees, and negative attitudes are more likely to produce negative outcomes.…”

Section: Implications For Theory and Practicementioning

confidence: 99%

Telework

Beauregard¹,

Basile²,

Canonico³

2019

The Cambridge Handbook of Technology and Employee Behavior

114

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This chapter reviews current research on telework. We first examine the literature on telework and job performance, job attitudes, and professional isolation, before reviewing the outcomes of telework on employee well-being as characterized by stress and work-life balance. We then turn our attention to factors that contribute to a successful telework experience: characteristics of the job, characteristics of the employee, and characteristics of the employee's manager(s). We also identify the key role of technology support in influencing many of the established outcomes of and contributors to telework. Finally, we discuss the gaps in our knowledge of telework's repercussions for employees and organizations. We conclude by identifying the implications of what we do know for theory and practice. To maximize positive outcomes, we recommend evidence-based guidelines for organizations with regard to 1) selecting and preparing employees for telework, and 2) managing their use of this flexible work practice.Flexible work practices refer to mutual arrangements made between employers and employees that vary the hours and location of work, often with the dual aim of improving employees' work-life balance and meeting the organization's needs (Thompson, Payne & Taylor, 2015). Telework is one such arrangement, which involves working away from the office for a portion of the work week while keeping in contact via information and communications technology (ICT) (Allen, Golden & Shockley, 2015). It can be used simultaneously with other flexible work arrangements, such as flexible hours and part-time work. Telework is usually conducted from a location of the employee's choosing (e.g., home) and can thus be differentiated from remote work, which more often takes place at different business units or while travelling for business purposes.One acknowledged difficulty in drawing any firm conclusions about the impact of telework is that studies of this work arrangement appear in numerous disciplinary literatures: management, human resource management, industrial relations, psychology, family studies, sociology, information systems, logistics, and operations, for example. For the purposes of this chapter, which is attempting to identify individual-level factors that facilitate or hinder the telework experience, we will be drawing upon each of these literatures but focusing primarily upon those relevant to interpersonal processes rather than organization-level systems. Outcomes of TeleworkOutcomes of telework manifest themselves in a number of different ways. We will first examine work-related outcomes in the form of job performance, job attitudes, and professional isolation. Following this, we will review the effects of telework on well-being, in the form of stress and work-life balance. 19.

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Juggling work and family responsibilities when involuntarily working more from home: A multiwave study of financial sales professionals

Cited by 132 publications

References 56 publications

Co‐workers working from home and individual and team performance

Co‐workers working from home and individual and team performance

Work–Family Backlash: The “Dark Side” of Work–Life Balance (WLB) Policies

Telework

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