/pdf/from-control-to-commitment-in-the-workplace-in-factory-after-2rcb0rfp25.pdf

From Control to Commitment in the Workplace: In Factory after Factory, There Is a Revolution Under Way in the Management of Work. Readings on Labor-Management Relations.

Om de relatie tussen werknemer en organisatie te kunnen beschrijven wordt vaak gebruikgemaakt van de term 'psychologisch contract'. De theorie van het psychologisch contract omhelst vragen als: 'Wat bepaalt wat werknemers en werkgevers in elkaar willen investeren?' en 'Wat gebeurt er als er zaken niet zo gaan als verwacht?'.

Understanding psychological contracts at work: A critical evaluation of theory and research

The effective management of work/life balance (WLB) is an issue increasingly recognized as of strategic importance to organizations and of significance to employees. We argue that an organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. In this paper, we report the findings of three surveys conducted annually from 1997 to 2000 with organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations and identify the barriers to those strategies. It is evident that, while some achievements have been made over the years, there remain substantial challenges for the uptake and management of WLB strategies.

Achievements and challenges for work/life balance strategies in Australian organizations

We define work–life flexibility as employment-scheduling practices that are designed to give employees greater control over when, where, how much, or how continuously work is done Research has und

Work–Life Flexibility for Whom? Occupational Status and Work–Life Inequality in Upper, Middle, and Lower Level Jobs

This study focuses on the undergraduate self-perception of employability. We aimed to explore the impact of human capital, which incorporates social capital, cultural capital, psychological capital...

The undergraduate self-perception of employability: human capital, careers advice, and career ownership

For today's managers, striking a sound work−home balance is an important matter. In this paper we investigate the relationship between organizational culture and work-to-home spillover. Two types of organizational culture, supportive and innovative, were compared with regard to work-to-home spillover. We measured work-to-home spillover with the help of positive and negative work−home interference measures: negative work−home interference was divided into strain-based negative work−home interference and time-based negative work−home interference. A total of 418 alumni of two Dutch business schools completed a questionnaire. The data were analysed by means of confirmatory factor analysis and structural equation modelling. Findings showed that a supportive culture explained most of the variance in positive work−home interference and strain-based negative work−home interference. The relationships between a supportive culture and positive and strain-based negative work−home interference were fully mediated by flexible work−home arrangements. Flexible work−home arrangements explained the variance in time-based negative work−home interference, while no relationship was found between supportive culture and time-based negative work−home interference. Innovative culture was positively related to positive work−home interference and time-based negative work−home interference. The outcomes suggest that a supportive culture, expressed in flexible work−home arrangements, can enhance positive spillover from the work domain to the home domain and diminish negative spillover. We suggest that improving the work−home interface may attract and retain valued managers.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1467-8551.12058

Positive and Negative Spillover from Work to Home: The Role of Organizational Culture and Supportive Arrangements

The use of the psychological contract to explain self-perceived employability

An issue which has recently come to the fore in studies conducted among hospitality industry employees is the effect of negative work-home interference on the turnover of highly educated employees. This article examines the role of organizational culture with regard to negative work-home interference. The study was conducted among 418 respondents from the hospitality industry and non-hospitality industries. The results show that the experienced organizational culture, expressed as the number of hours worked overtime, the availability of work-home arrangements, and a supportive culture, was different for hospitality and non-hospitality employees. In addition, the results show that overtime, lack of support with work-home arrangements, and the absence of an experienced clan culture contribute to negative work-home interference. The results give an indication as to what hospitality organizations can do to minimize negative work-home interference and employee turnover.

The Influence of Organizational Culture on Negative Work-Home Interference Among Highly Educated Employees in the Hospitality Industry

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Make it work : rethinking the work-home interface

The relationship between work and family has long been the subject of lively debate in the political, public, and academic arena Employers in the hospitality industry should carefully consider the work–family balance of their employees because maintaining a good balance will result in lower costs, lower sick rates, and lower staff turnover The term “balance” refers to the way in which work interferes with life at home and how home life interferes with work It includes both the positive and negative effects that work has on the family domain and vice versa As research on the psychological contract approach to the employment relationship is scarce with regard to work–family interference, it became the subject of this study The results demonstrate that psychological contract measures, in particular time commitment, can explain work–family conflict, while job content can explain work–family enrichment In addition, the study revealed that with the appearance of gender as a moderator, different additional factors may play a role in work–family enrichment and work–family conflict Furthermore, it revealed that family structure is not a predictor for work–family interference This paper discusses managerial implications and offers recommendations for further research

Jenny Sok

Papers

Positive and Negative Spillover from Work to Home: The Role of Organizational Culture and Supportive Arrangements

The use of the psychological contract to explain self-perceived employability

The Influence of Organizational Culture on Negative Work-Home Interference Among Highly Educated Employees in the Hospitality Industry

Make it work : rethinking the work-home interface

The use of the psychological contract to explain work family interference amongst highly educated employees