工作—家庭平衡的企业制度安排

工作已经通过网络渗入家庭,员工面临严重的工作—家庭冲突,影响组织绩效和生活质量。工作—家庭平衡作为企业家庭伦理理论的核心问题已成为制度设计的中心问题。对工作—家庭平衡制度安排的理论与实证研究发现,工作—家庭平衡还没有成为政府、企业和员工的共享信念,制度设计失去社会价值观基础;弹性工作制是有效的正式企业制度;家庭照顾福利是无效的正式企业制度;经理须持之以恒支持员工平衡工作—家庭需要、控制因享用工作—家庭平衡福利而带来的负面职业生涯后果。两者是有效的非正式制度安排。据此提出的政策建议是:政府要在全社会倡导、培育以工作—家庭平衡为核心的企业家庭伦理管理哲学、提供家庭照顾福利作为公共制度供给;企业进行系统的组织文化改造;员工培育照顾家庭的应得权利感。     

Why Do Employers Give Discretion? Family Versus Performance Concerns

Using a large data set of Western European employees, I examine two sets of reasons behind employers' decisions to give discretion: performance concerns (firms give discretion in order to improve performance) and family concerns (firms wish to improve the employees' work–family balance). I find more support for the former than for the latter. Discretion is positively related to the use of "high-performance" work practices and to employee position and ability, and is smaller in larger establishments, which suggests that loss of control matters to employers. Evidence about family concerns is less compelling. Female participation in the labor force has a positive effect on discretion over work schedules, but women have less discretion than men, and employees with small children do not have more discretion than other employees. Large and governmental organizations, which are expected to care more about work–family balance, do not offer more discretion over work schedules than other types of organizations.     

If You Can Use Them: Flexibility Policies, Organizational Commitment, and Perceived Performance

This study links workplace flexibility policies—formal, informal, and perceived usable—to organizational commitment and self-reported productivity. Professional and technical employees of biotechnology firms were surveyed. Where employees could freely use policies, a positive association with outcomes is found. The article contributes a new measure to capture employees' organizational experience, relevant to work and family research.     

Japanese Employees' Attitudes Toward Changes in Traditional Employment Practices

This study examines Japanese employees' attitudinal opposition to changes in such employment practices as nenko (seniority)-based wages and promotions, and implicit long-term employment guarantees for the regular workforce. The study shows that (1) overall, Japanese employees are strongly opposed to placing a cap on senior employees' pay and to mid-career transfers to subsidiary companies, and (2) the level of opposition is a function of their perceptions of unions' past performance and of employers' human resource policies.     

Family ostracism and proactive customer service performance: An explanation from conservation of resources theory

Asia Pacific Journal of Management - Despite the burgeoning interest in work-family conflict, little is known about how family stressors influences employees’ attitudes and behaviors in the...     

Balancing Work and Family: The Role of High-Commitment Environments

Recently, researchers have begun to recognize that the nature of jobs, the workplace environment, and more generally, the culture of the workplace can have a significant impact on the ability of workers to balance their work and family lives. This article examines the effect of high-performance work practices, job characteristics, and the work environment on workers' views about whether the company helps them balance work and family. Using data from a survey of workers across three manufacturing industries, we show that a high-commitment environment—characterized by high-performance work practices, intrinsically rewarding jobs, and understanding supervisors—positively influences employees' perceptions that the company is helping them achieve this balance. This article reinforces the view that helping workers balance work and family responsibilities is not just a matter of benefits and formal family-friendly policies. Rather, it also depends on the characteristics of jobs within the business enterprise.     

All work intensity is not created equal: Effort motives,job satisfaction and quit intentions at a grocery chain

Prior research has shown that the well-being of employees engaged in intensive work can vary with the discretion their jobs afford regarding how and when to carry out the work. This article explores a different avenue. It argues that well-being also varies with employees’ individual motives for working intensively. The article introduces self-determination theory to the domain of work intensity and focuses on two hypotheses. The first is whether intensive work driven by explicit or implicit incentives is more positively associated with an employee's job satisfaction than intensive work driven by job demands. The second is whether intensive work driven by intrinsic motives is more positively associated with job satisfaction than that driven by explicit or implicit incentives. In both these cases, the article also examines whether equivalent effects exist on (reduced) quit intentions. Original data from a major Greek grocery chain provide corroborative evidence that is robust to a rich set of covariates, including increasingly demanding adjustments for job discretion. The findings contribute to a more complete understanding of why differences in well-being exist among employees performing intensive work, with implications for workers and employers.     

Do Broad‐based Employee Ownership,Profit Sharing and Stock Options Help the Best Firms Do Even Better?

This article analyses the linkages among group incentive methods of compensation (broad‐based employee ownership, profit sharing and stock options), labour practices, worker assessments of workplace culture, turnover and firm performance in firms that applied to the ‘100 Best Companies to Work For in America’ competition from 2005 to 2007. Although employers with good labour practices self‐select into the 100 Best Companies firms sample, which should bias the analysis against finding strong associations among modes of compensation, labour policies and outcomes, we find that employees in the firms that use group incentive pay more extensively participate more in decisions, have greater information sharing, trust supervisors more and report a more positive workplace culture than in other companies. The combination of group incentive pay with policies that empower employees and create a positive workplace culture reduces voluntary turnover and increases employee intent to stay and raises return on equity.     

A Balancing Act: Work–Life Balance and Multiple Stakeholder Outcomes in Hospitals

This article examines the direct and indirect effects of work–life balance (WLB) practices on multiple stakeholder outcomes in hospitals. The authors examine the direct and indirect effects of WLB practices in 173 hospitals in the United Kingdom on organizational, patient care and employee outcomes. The article proposes a model in which the effects of WLB practices on patient care outcomes and financial performance are mediated by employee turnover intentions. The authors provide strong support for the potential vested in WLB practices in the healthcare setting. Results indicate that greater use of WLB practices enhances outcomes for hospitals, their employees and the patients they care for.     

The Effects of Work Stressors,Perceived Organizational Support,and Gender on Work-Family Conflict in Hong Kong

This study examined the direct and moderating effects of perceived organizational support (POS) and gender on the relationship between work stressors and work-family conflict for a sample of Hong Kong Chinese employees. As predicted, we found that POS is negatively related to both FWC (family-to-work conflict) and WFC (work-to-family conflict), and that work stressors (including role ambiguity, role conflict, and role overload) are positively related to FWC and WFC. Additionally, the positive relationship between role overload and WFC was found to be weaker when POS was high, suggesting that POS can offset the adverse impact of role overload.     

Effects of Skill and Attitudes on Employee Performance and Earnings

This study uses original survey and archival data from factory and office employees in one firm to relate differences among individual employees' performance to differences in their skill and attitudes about work, and to test the association between employees' earnings and their performance, skill, and attitudes. We suggest that the way in which skill and attitudes affect performance will depend on the type of work that is done. The main results show that among factory employees, those who have on-the-job training and longer experience receive better performance ratings than those without training and with less experience. Factory employees' earnings depend on their performance, following the human capital model of wage determination. Among office workers, training and experience do not significantly affect performance ratings; instead, higher-rated employees have more positive attitudes about work. Office employees' earnings depend on their classroom training, experience, and attitudes, but not on their rated performance.     

Blocked But Not Tackled: Who Founds New Firms When Rivals Dissolve?

Research summary: This article examines the role of competitive shocks in creating opportunities for new firm foundings. I argue that the sudden dissolution of rival firms may release resources that create opportunities for firm formation, particularly among employees facing impediments to capturing value in their current organizations. Analyzing microdata from the legal services industry, I use unexpected deaths of solo‐practicing attorneys as quasi‐exogenous sources of rival dissolution. Results indicate that these shocks increase the odds of founding by about 30%, with stronger effects among attorneys with weaker social connections or higher competition for promotion. The article thus highlights the role that founders play in reallocating dissolved rivals' resources while demonstrating that founding may be an important outlet for “blocked” employees to capture value from opportunities. Managerial summary: This article finds that the shutdown and dissolution of a rival organization may spur employees to found new firms. As a consequence, managers may find it valuable to pay attention to employees' turnover intentions following the dissolution of a rival. Findings suggest that employees who are having trouble advancing in the firm may be the most likely to found a new organization when a rival dissolves, so managers may want to focus retention efforts on these individuals. To the extent that managers wish to capture customers, employees, and other resources that were formerly attached to a dissolved rival, managers may wish to be aware that they could be in competition with their own employees for these resources and opportunities. Copyright © 2017 John Wiley & Sons, Ltd.     

Do Innovative Work Practices and Use of Information and Communication Technologies Motivate Employees?

I investigate the impact of innovative work practices and information and communication technologies (ICT) use on employees’ motivations. The paper provides new and interesting results on how firms can build a motivational environment. Within an original instrumenting framework, I modify what previous analyses reveal about quality circle and training participation. The results confirm the positive role of work practices such as teamwork, quality norms, formal appraisals, management recognition, and family‐friendly policies. The ICT that most contributed to the development of a motivational environment are those that facilitate access to information and knowledge such as workflow, Internet, and e‐mail.     

'High-performance' Management Practices, Working Hours and Work–Life Balance

The effects of selected high‐performance practices and working hours on work–life balance are analysed with data from national surveys of British employees in 1992 and 2000. Alongside long hours, which are a constant source of negative job‐to‐home spillover, certain ‘high‐performance’ practices have become more strongly related to negative spillover during this period. Surprisingly, dual‐earner couples are not especially liable to spillover — if anything, less so than single‐earner couples. Additionally, the presence of young children has become less important over time. Overall, the results suggest a conflict between high‐performance practices and work‐life balance policies.     

Unwilling to leave the good Samaritans: How peer interpersonal-oriented citizenship behaviors retains “me”

An emerging body of turnover literature has adopted a relational perspective with a focus on peer influence. In this study, by drawing on the social information processing perspective, we attempt to explain how and when other team members’ interpersonal-oriented citizenship behavior (ICB), as symbolic cues, reduced focal member’s turnover intention. Based on a sample of 462 employees across 80 teams from 13 Chinese organizations, we found the symbolic cues of peer ICB enhanced team cohesion and then reduced focal employees’ turnover intention. In addition, servant leadership weakened the negative effect of peer ICB on turnover intention through team cohesion. These findings expand current theorization of the relational perspective and knowledge about how and when peer interpersonal citizenship behavior thwarts focal employee turnover intentions.

     

A Comparison of American and Japanese Work Practices: Skill Formation, Communications, and Conflict Resolution

This article examines whether American work practices are becoming more similar to Japanese work practices with regard to skill formation, communications, and conflict resolution. I find that separated skills, self-managing teams, and the dual conflict settlement procedure prevalent in three American unionized plants contrast with the practices found in three Japanese unionized plants, where integrated skills, middle-up-down decision making led by assistant and first-line supervisors, and an informal and one-channel conflict settlement procedure are used.     

Resolving ethical conflicts at workthrough cooperative goals and constructive controversy in the People's Republic of China

The idea of constructive controversy and the theory of cooperation and competition together suggest the type of interaction that promotes satisfactory resolution of ethical conflicts and the conditions under which this occurs. A sample of 101 Chinese mainland employees described and rated a critical incident of an ethical conflict at work. Structural equation analyses indicated that when the employees had goals that were cooperatively related with those of other stakeholders in the conflict, rather than competitive or independent goals, this facilitated constructive controversy, i.e., open-minded discussion, which, in turn, led to effective outcomes in terms of substantive ethical impact and interactional justice. Results also indicated that high levels of moral intensity strengthened competitive goals and rendered constructive controversy less likely. Implications are that organizations should make it clear to members that conflict avoidance and moral muteness are inappropriate responses to ethically unsound practices and policies, that it is important to detect ethically questionable behaviours or policies at an early stage, and that wherever possible these should be discussed promptly, before an uncomfortably high level of moral intensity is reached. Constructive controversy is suggested as a process through which corporate codes of conduct may be developed.     

Impact of telework on exhaustion and job engagement: a job demands and job resources model

Teleworking, the increasingly common practice, which involves working away from the office using technology, entails changes in the experience of work. Such changes may influence the demands and resources associated with a job. While research on burnout has addressed the role of exhaustion and job engagement using the Job Demands‐Resources model, existing literature has focused on traditional work modes. This paper explores the effects on job demands and resources to understand the processes through which telework impacts the exhaustion and engagement of the teleworker. We find that the positive effect of telework revolves around reduced work pressure and role conflict and increased autonomy. The negative effect of telework is expressed through increased role ambiguity and reduced support and feedback. Overall, we find that telework is negatively related to both exhaustion and job engagement and that job demands and resources mediate these relationships.     

Female leadership in contemporary Chinese family firms

Drawing on a case study of a three-generation family business, this paper explores the antecedents and consequences of female leadership in contemporary Chinese family business. Our findings suggest that institutional change in contemporary China affects the role of female family members in the family system, which eventually gave rise to female leadership in China’s family businesses. We also propose that in comparison to male leadership, female leadership in Chinese family business is more concerned with balancing work-family conflict; more dependent upon the family’s endowment of resources; and more likely to favor a participative (rather than authoritative) decision-making style.     

Antecedents and Outcomes of Employees' Trust in Chinese Joint Ventures

In this study we investigate the antecedents and outcomes of employees' trust in their supervisors and organizations in Chinese joint ventures. We develop a model that links trust, job security, and subordinate-supervisor guanxi. The model considers job security as an antecedent of trust in the organization and subordinate-supervisor guanxi as an antecedent of trust in supervisors. It further suggests that the turnover intention of employees is affected by their trust in their organization, and that their organizational citizenship behavior is affected by their trust in their supervisors. We use a data set consisting of 295 employees collected in four joint ventures in Southern China to test the hypotheses. The results of our LISREL and OLS regression analyses support the proposed model. Job security and subordinate-supervisor guanxi are found to affect employees' trust. In addition, trust in the organization has a stronger effect on turnover intention than does trust in one's supervisor. Trust in supervisors significantly affects the organizational citizenship behavior of employees. These findings have practical implications for the management of workers in Chinese joint ventures.