Signals of support: flexible work for mutual gain

Williams, Penny; Cathcart, Abby; McDonald, Paula

doi:10.1080/09585192.2018.1499669

Cited by 15 publications

(12 citation statements)

References 40 publications

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“…Previous research has focused on the relevance of work–life policies to applicants (e.g. current levels of interrole conflict, Rau and Hyland, 2002), the potential signal of supportiveness from FWAs (Casper and Buffardi, 2004; Williams et al ., 2018) and demographics such as age and gender (Firfiray and Mayo, 2017; Frone and Yardley, 1996).…”

Section: Discussionmentioning

confidence: 99%

Growth mindsets increase flexible work arrangement attractiveness: a policy-capturing study

Smit

Lawson

2022

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PurposeAlthough flexible work arrangements (FWAs) are widely regarded as a desirable employee benefit, questions remain about which factors drive (or attenuate) applicant attraction to them. The authors offer a novel theoretical account by advancing the concept of lay theories (i.e. mindsets) around an individual's ability to juggle work and life responsibilities, defined as beliefs that the ability to juggle is either malleable (i.e. growth) or cannot be changed (i.e. fixed), which suggests greater efficacy increases attraction.Design/methodology/approachUtilizing an experimental policy-capturing design, 86 participants each rated a series of 64 job offers (N = 5,376) with several manipulated job attributes. Participants were randomly assigned into a growth or fixed mindset condition.FindingsMultilevel regressions revealed that a growth (vs fixed) mindset caused participants to place greater weight on flexible work scheduling policies by reporting greater attraction to jobs with flexible arrangements.Practical implicationsOrganizations may increase applicant attraction by taking steps to ensure that the value of work–life benefits is salient, such as offering concrete examples of how policies have been used.Originality/valueThis study questions the assumption that those who need flexibility are more attracted to FWAs and demonstrates that beliefs around one's ability to juggle work–life demands are a unique mechanism shaping applicant attraction.

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Section: Discussionmentioning

confidence: 99%

Growth mindsets increase flexible work arrangement attractiveness: a policy-capturing study

Smit

Lawson

2022

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“…Managers must be assisted in exercising their managerial responsibilities, especially within a remote working setting (Henry et al, 2021). The need here is for organizational architecture that also supports remote working (Williams et al, 2021).…”

Section: Implications Practical Implicationsmentioning

confidence: 99%

“…In allowing for flexible work arrangements, a need exists for organizational architecture that supports this (Williams et al, 2021). There is a noted scant focus in studies that investigate remote working in response to the COVID-19 pandemic (Jamsen et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

The intended and unintended consequences of remote working: Narratives from a sample of female public service managers in South Africa

Chinyamurindi

2022

Front. Psychol.

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The COVID-19 pandemic has affected the world of work. Stemming from this, new forms of work arrangements are proposed. One such arrangement concerns the use of remote working. Scholars appeal for more empirical inquiry into such work arrangements as an unintended consequence of the COVID-19 pandemic. The study narrows its focus to investigating remote working experiences from the lens of female middle managers operating within the South African public service. A qualitative research approach utilizing narrative inquiry of 23 female middle managers was used. Based on the analyzed data, remote working is illustrated from the participant experience as having intended and unintended consequences. In illustrating these dual consequences is a nexus between opportunities and challenges. Based on the identified intended and unintended consequences as findings, interventions have been proposed that impact not just the experience of being a middle manager in the public service but also strategies in dealing with remote working. At the core are strategies for individuals and organizations. These strategies potentially allow for middle manager contributions to be enhanced while also enhancing organizational outputs while working from home.

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“…Kontrol terhadap kualitas WFH dari sisi perencanaan, implementasi, monitoring, dan evaluasi secara khusus di perguruan tinggi belum dilakukan dengan terstandar. Sementara itu, para peneliti mengakui WFH di berbagai sektor tentu memiliki standar tersendiri (Kröll et al, 2018;Pitt-Catsouphes et al, 2015;Williams et al, 2018). Dalam kerangka perguruan tinggi di Indonesia, WFH adalah bentuk kerja baru yang dipraktikkan dalam keadaan darurat sehingga tak ada pengalaman perencanaan pengelolaan SDM, pemantauan, dan eva-luasi yang telah terstandar.…”

Section: Pendahuluanunclassified

Sumber Daya Manusia di perguruan tinggi Indonesia saat pandemi COVID-19: Bekerja dari rumah dan kebijakannya

Rukmini

Ardiana

2021

JAMP

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Penelitian ini bertujuan menggali penjaminan mutu dalam pengelolaan SDM sebagai hasil praktik baik selama WFH, yang diharapkan berguna bagi pengelolaan SDM di perguruan tinggi (PT). Survei daring dilakukan untuk menggali opini, perspektif, dan praktik dari stakeholder. Hasil menunjukkan 90% responden berasal dari PTS dan 73% berlokasi di Jakarta (N=198). Responden (85%) setuju PT telah mempersiapkan WFH, penetapan kebijakan, virtual workspace, SDM, mekanisme monitoring dan evaluasi. Responden (80%) mengapresiasi persiapan dan pengambilan keputusan WFH. Responden (50%) memenuhi 51-75% tuntutan pekerjaan selama WFH. Responden (52%) menyatakan unitnya mencapai 51-75% target kerja. Responden (87%) mengapresiasi mekanisme monitoring. Apresiasi responden (82%) diberikan pada efektivitas WFH. Responden (88%) setuju WFH sebagai opsi cara kerja mendatang. Responden setuju (38%) 3+2 hari (WFH+WFO) per minggu. Responden setuju (35%) menukar 15-30% biaya transpor dengan WFH. Pertanyaan terbuka menunjukkan agar WFH didukung akses internet dan virtual workspace yang memadai. Penelitian ini menunjukkan praktik teladan sepanjang WFH yang dapat distandarkan menjadi penjaminan mutu pengelolaan SDM, di antaranya standar pengambilan keputusan, mekanisme monev, dan fasilitas daring.AbstractThis research aimed to explore the quality assurance in human resources management as best practices of WFH, that would be beneficial for HR management in higher education institutions (HEI). An online survey was done to seek opinions, perspectives, and meaningful practices among HEI stakeholders. Results show 90% of respondents are from private universities, and 73% are located in Jakarta (N total 198). Respondents (85%) agree there is preparation toward WFH, the policy, virtual workspace, HR, monitoring and evaluation mechanism. Respondents (80%) appreciate the WFH preparation and decision. Respondents (50%) complete 51-75% of the work during WFH. Respondents (52%) state their unit achieved 51-75% of the target during WFH. Respondents (87%) appreciate the monitoring mechanism. Their appreciation (82%) is given to the effectiveness of WFH. Respondents agree (88%) of WFH as an option for the future of working. Respondents agree (38%) of 3+2 days (WFH+WFO) per week. Respondents agree (35%) to exchange their 15-30% of transport fees to WFH. The open-ended questions show WFH should be supported by adequate access to the internet and virtual workspace. This research shows best practices of WFH, which could be standardized as QA toward HR system, including the standards of decision making, monitoring and evaluation, and online facilities.

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Signals of support: flexible work for mutual gain

Cited by 15 publications

References 40 publications

Growth mindsets increase flexible work arrangement attractiveness: a policy-capturing study

Growth mindsets increase flexible work arrangement attractiveness: a policy-capturing study

The intended and unintended consequences of remote working: Narratives from a sample of female public service managers in South Africa

Sumber Daya Manusia di perguruan tinggi Indonesia saat pandemi COVID-19: Bekerja dari rumah dan kebijakannya

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