Two Careers, One Employer: Couples Working for the Same Corporation

Moen, Phyllis; Sweet, Stephen

doi:10.1006/jvbe.2002.1886

Cited by 47 publications

(52 citation statements)

References 15 publications

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“…Male participants also perceived both work-life and life-work conflicts to be higher than did females for all patterns. These findings concur with those of Moen and Sweet (2002) who found men experienced less turnover than their female partners working in the same organisation. In addition, perceptions of women struggling to combine work and childcare is in keeping with the findings of Linehan and Walsh (2000;2001), Ryan and Haslam (2005) and Somech and Drach-Zahavy (2007).…”

Section: Discussionsupporting

confidence: 91%

“…Employees in the United Kingdom are amongst those who work the longest hours of any European country (FedEE, 2008) with long hours particularly common amongst men who have partners and children (Houston & Waumsley, 2003;Somech & Drach-Zahavy, 2007). Examination of dual-earner couples showed that, for those working in the same organisation, men experienced higher job prestige and less turnover than women (Moen & Sweet, 2002). When examining employee turnover, Boshoff and Mels (2000) found commitment to the profession and the organisation to be important antecedents of intention to resign.…”

Section: Introductionmentioning

confidence: 99%

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Flexible Working, Professional Success and Being Female: Are They Incompatible?

Waumsley¹,

Houston²

2009

RES

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The UK's flexible working strategy has developed progressively since 2000, reflecting changes in the economic, political and social climate. Research has shown employees to be concerned about the effects of flexible working on career success. This paper (N=266 & N=1093) examined male, female, managerial and non-managerial evaluations of employees who either used flexible working practices, worked long hours or worked regular hours. It also compared attitudes towards employees and their perceived success as a function of the reason as to why they used flexible working practices. Results showed individuals working the longest hours were perceived to significantly outperform all those who worked regular hours or who took part in some kind of flexible working option. Women with caring responsibilities were consistently viewed as less productive and more likely to leave their employment than men. Findings on promotion show overwhelming bias towards long hours being compatible with career success. Despite the positive effects on work performance, the effects of working long hours are recognised as detrimental to work-life balance. The implications for women in the workplace and work-life balance policy are further discussed.

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Section: Discussionsupporting

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Flexible Working, Professional Success and Being Female: Are They Incompatible?

Waumsley¹,

Houston²

2009

RES

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“…Although there are contradictions in the literature concerning the impact of coworking on work and family relationships, our prior study (Moen & Sweet, 2002) suggested that communication between work and family (theoretically enhanced by coworking situations) can facilitate work and family functioning. Given the all-consuming nature of many college and university jobs and the ways in which coworking may expand the intersection between work and family responsibilities, we expected that coworking would simultaneously increase both spouses' commitment to work as well as their successful integration of work and family life.…”

Section: Coworking As a Career Strategymentioning

confidence: 64%

“…However, in an earlier study (Moen & Sweet, 2002) we compared coworking couples with non-coworking couples in the manufacturing and utility sectors in the United States. We found that coworking couples tend to prioritize both spouses' careers more equally, thus indicating that coworking couples tend to be more egalitarian.…”

Section: Coworking As a Career Strategymentioning

confidence: 99%

“…For professional couples, this often means negotiating three jobs: his work, her work, and their family/relationship (Christensen & Gomory, 1999;Hertz, 1986;Moen, 2003). One common strategy to resolve competing career agendas is to "cowork," with both spouses taking jobs with the same employer (Moen & Sweet, 2002). However, little is known about the use of this strategy in academia and its social-relational implications.…”

mentioning

confidence: 99%

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Coworking as a Career Strategy: Implications for the Work and Family Lives of University Employees

Sweet

Moen

2003

Innovative Higher Education

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This study of 276 couples compares coworking couples, which means both partners work for the same university, with noncoworking couples, those couples in which only one partner is employed at a university. Among the employees at the two universities studied, one in seven dual-earner couples cowork. These couples are more educated and are less likely to prioritize one spouses' career over that of the other, as compared to noncoworking couples. Coworking is positively associated with work commitment and family success for husbands and with family and marital satisfaction for wives, especially for couples with graduate degrees. Findings suggest that employment of spouses can be beneficial to employees and institutions.

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Moving beyond a legal‐centric approach to managing workplace romances: organizationally sensible recommendations for HR leaders

Pierce

Aguinis

2009

Human Resource Management

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The goal of this article is to encourage human resource (HR) leaders to think more strategically about managing workplace romances. The traditional legal-centric management approach focuses on minimizing risks of workplace romances. We advocate embedding the legal-centric approach within a broader and more strategic organizationally sensible approach that provides a balanced focus on minimizing risks and maximizing rewards of workplace romances. Drawing from the empirical workplace romance literature, we derive a set of organizationally sensible best-practice recommendations that HR leaders can adopt to manage risks and rewards of romantic relationships in organizations. Implementing our more strategic recommendations should provide the added benefi t of elevating HR professionals' roles as organizational leaders.

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Two Careers, One Employer: Couples Working for the Same Corporation

Cited by 47 publications

References 15 publications

Flexible Working, Professional Success and Being Female: Are They Incompatible?

Flexible Working, Professional Success and Being Female: Are They Incompatible?

Coworking as a Career Strategy: Implications for the Work and Family Lives of University Employees

Moving beyond a legal‐centric approach to managing workplace romances: organizationally sensible recommendations for HR leaders

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