Organizational culture and work–life integration: A barrier to employees’ respite?

Abstract

The management of work–life boundaries is portrayed in the literature as being a matter of individual choice. Accordingly, organizational influence has been underestimated. The first objective of this article is therefore to determine whether an organizational culture of integration (e.g. expectations about taking work home) can influence individuals’ ability to act on their personal preference for segmentation. The second objective is to determine whether a mismatch between culture and personal preferences can influence the emotional state of employees and, if so, in what way. A study of 243 employees showed that the perception of an organizational culture of integration reduced the effect of preference for segmentation on employees’ ability to detach themselves from work during rest periods. Further, a path analysis highlighted a moderated mediation, indicating that preference for segmentation was associated with reduced emotional exhaustion in employees by promoting a high level of psychological detachment, and this reduction was even stronger among those who perceived a weak culture of integration in their organization. This study proposes that jointly with individual preference for segmentation or integration, the norms and expectations of an organization have considerable influence on employees’ ability to detach and recover during non-work time.     

The work–family interface in Korea: can family life enrich work life?

Using data obtained from 363 Korean civil servants, we examine the mechanism of family-to-work enrichment. Although individualistic Western work–family literature predicts that resources from the family role, both instrumental and affective, will improve the work role by mitigating the negative job stress–job satisfaction relationship, data from collectivistic Korean society show an unexpected opposite effect – an accentuating, not a mitigating moderating effect. Family resources – especially affective resources – may function as an additional work stressor rather than enrich the work role under collectivists' weak identity separation between work and family roles. This study thus reveals the cultural biases in the extant Western work–family literature by showing that the cultural variance in role identity separation/integration may underlie the mechanism of family-to-work enrichment.     

Farewell to the salaryman? The changing roles and work of middle managers in Japan

The 1990s and 2000s witnessed significant organizational change in Japanese firms and accompanying readjustments to the employment system. Such changes potentially have major implications for middle managers, or salarymen, in Japanese corporations. A survey of human resource managers and middle managers in eight medium sized Japanese organizations pointed to fairly significant, if not radical, change. This did, indeed, impact upon middle managers in those organizations. While the middle managers felt reasonably secure in their jobs, the nature of their jobs had reportedly changed, with a greater range of tasks, work intensification, longer hours, greater stress, more accountability, and a worsening work–life balance.     

Antecedents of work–life involvement in work–life issues: institutional pressures,efficiency gains or both?

This paper contributes to the literature by integrating relevant insights from institutional theory and expected efficiency gains to explain organisational responsiveness to work–life issues. In times of global crisis it seems relevant to explore both the question of whether institutional pressures influence organisational behaviour and the positive and negative consequences implementing work–life practices. We tested the model using survey data from 146 private Spanish firms in two different industries. Hierarchical regression analyses tested the relationship between institutional pressures and organisational responsiveness and the potential moderator effect of the expected efficiency gains. The results reveal that mimetic and particular normative pressures significantly influence work–life practices, while coercive and global normative pressures appear not to do so. The perception of certain negative consequences related to the implementation of work–life practices inhibits this responsiveness. The positive outcomes are only relevant for the moderating effect they have on the relationship between institutional pressures and work–life responsiveness.     

High involvement work system,work–family conflict,and expatriate performance – examining Taiwanese expatriates in China

This study explores the effects of multinational companies (MNC) implementation of a high involvement work system (HIWS) for their expatriates on both expatriate work–family conflict (WFC) and their performance. We surveyed 174 Taiwanese expatriates stationed in China. Data were collected on: (1) perceived human resource management (HRM) practices concerning ‘high involvement work system’; (2) perceived work–family conflict; (3) job satisfaction; and (4) supervisor ratings of expatriate job performance. Structural modeling techniques helped us examine in one model the interdependent relationships among high involvement work system, work–family conflict, and expatriate performance in their host country. Our results show that a high involvement work system is positively related to expatriate satisfaction and performance. However, a high involvement work system is also positively related to expatriate work-family conflict, which in turn is negatively related to expatriate satisfaction and performance. Our findings remind managers that a high involvement work system may produce multiple effects on various dimensions of employee work life, and not all of these effects may be positive.     

What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work

In recent times, there is growing recognition that the implications of technology are not a given; they result from how the social and technical interact to redefine work-related expectations. The sociomateriality lens highlights the inseparable and relational aspects of the social and technological systems. We draw upon sociomateriality to highlight cognitive tensions that technology work generates through two case studies. Based on these insights, we provide suggestions to practitioners to mindfully examine their digital transformation efforts and identify plans to mitigate the tensions.     

A test of the relationship between person–environment fit and cross-cultural adjustment among self-initiated expatriates

Understanding an expatriate's cross-cultural adjustment to the various aspects of their host environment and organization has been a focal point of research for several decades. Person–environment (PE) fit refers to the degree of fit an individual has with various dimensions of their host environment, and past research suggests that successful PE fit positively influences adjustment. However, the strength of these relationships remains under-researched. Drawing upon data gathered from 369 self-initiated expatriate doctors working in Ireland, we examine the strength of the relationship between PE fit and cross-cultural adjustment. Our results suggest that dimensions of PE fit influence cross-cultural adjustment to varying degrees. Thus, person–job needs-supplies fit was the only fit dimension to influence interaction adjustment, while person–job demands abilities influenced both work adjustment and, to a lesser extent, interaction adjustment. Person–organization fit influenced work adjustment, while person–supervisor fit had no relationship with adjustment. These findings have implications for organizations when recruiting and supporting self-initiated expatriates.     

Stress and turnover intents in international organizations: social support and work–life balance as resources

Abstract

This study investigates whether work opportunities have an impact on stress and the related turnover intentions of employees working in intergovernmental international organizations (IOs). It contextualizes the job resources and demands model within IOs’ specific work conditions. The empirical test is based on original data from a survey administered in four major organizations of the United Nations system. Results demonstrate that social work opportunities and work–life balance are organizational levers reducing stress and willingness to quit for employees who are facing red tape or the stresses of being an expatriate. In this context, the relationships between these work opportunities and turnover intention are partially mediated by stress. Contextualized HR management propositions are made to help organizations coping with these management challenges.     

Organizational response to environmental regulation: punctuated change or autogenesis?

Theory predicts that when faced with threatening new conditions, managers often attempt to preserve the status quo by creating a buffer between the organization and the outside world. This paper presents evidence that in response to new water pollution regulation, managers indeed created buffers of technology and personnel, but in some organizations this very equipment and personnel initiated a process of incremental change that led to better environmental protection, more efficient production, and in a few cases, entirely new product and production strategies. For public policy, this research suggests that environmental regulators should allow companies time and flexibility to learn and experiment. For organizational theory, this research suggests a link between punctuated‐equilibrium models of organizational dynamics ( Tushman and Romanelli, 1985 ) and theories of self‐organizing systems ( Drazin and Sandelands, 1992 ). That is, management may respond to external changes by attempting to preserve the status quo, but in so doing influence internal deep structures that then cause organizations to gradually evolve to different behaviours and shapes. Copyright © 2000 John Wiley & Sons, Ltd. and ERP Environment     

Skill: the solution to low wage work?

During the UK Labour government's 13 years in power, raising skill levels was seen as the principal mechanism to improve the position of workers stuck in low wage jobs. This article draws together research undertaken in low wage sectors to question the assumptions that underlay Labour's approach to low pay.     

Responses to work intensification: does generation matter?

Work intensification can be an organisational tool to increase the productivity of an existing workforce. We investigate employee reactions to three levels of sustained extensive work intensification (long work hours over two consecutive time periods) of the two most prevalent generational groups in the labour market: Generation X and Baby Boomers. Boomers have been characterised as ‘workaholics’ who ‘live to work’, while Gen Xers are ‘slackers’ who ‘work to live’. We investigate, using a nationally representative sample of employees, whether these generational differences in work attitudes impact employee reactions (measured by employee reports of job satisfaction and work–life balance) to sustained extensive work intensification. The results show that perceptions of job satisfaction and work–life balance are reduced by sustained extensive work intensification but the differences between the two generations are minimal, suggesting that organisations do not need to tailor their employment practices to fit the work values of different generations.     

New careers for old? Organizational and individual responses to changing boundaries

Much has been written about the implications for employees in the post-corporate era of boundaryless careers. Much less has been written about the problems and challenges facing employers within a boundaryless career context. This paper contributes to both levels of analysis. At the level of the individual employee, focusing upon the middle of the organization, we suggest that there has been a differential impact upon individuals with some ‘losers’ and some ‘winners’. Skilled specialist employees and younger employees may welcome changing career boundaries, whereas those with more generic skills and older employees may be less enthusiastic. At the employer level, our research suggests that the rise of new career boundaries has left employers marginalized in unforeseen ways from the emerging new social structures that individuals are increasingly reliant upon to support the development of their skills and professional networks. We agree with Van Buren (2003 Van Buren, H.J. 2003. Boundaryless Careers and Employability Obligations. Business Ethics Quarterly, 13(2): 131–49. [Crossref] , [Google Scholar]) that the demise of the organization-career poses challenges at the organization and industry level in terms of developing and leveraging knowledge. However, the emergence of new boundaries has compounded the difficulties that organizations and industries now face. Thus it may be that even if employers were willing and eager to tackle the employability challenge, the shifting form of career boundaries make this a significant strategic human resource challenge.     

Family-friendly policies in the workplace and their effect on work–life conflicts in Hong Kong

As in many other big cities, employees in Hong Kong face competing demands from their work and family and are under a tremendous conflict between work and life. Recently, the Hong Kong Special Administrative Region Government has put a lot of effort into promoting family-friendly policies, but the availability and effectiveness of these policies are largely unknown. The social distribution of work–life conflicts across social status and the dimensions of stratification in Hong Kong have already been documented. This paper examines these issues by way of a telephone survey of over 1000 employees in Hong Kong. We argue that certain groups of workers are particularly vulnerable to work–life conflicts, and target interventions must be devised to address their needs. Moreover, we also suggest that a regulatory approach to implementing family-friendly policies must be undertaken once implementation on a voluntary basis has failed, owing to the low availability of family-friendly policies in the Hong Kong workplace. Lastly, we show the effectiveness of three measures – namely flexible work time, a five-day work week and career breaks – in reducing both work–life conflicts and their negative consequences. We argue that more rigorous randomized intervention must be undertaken to provide more conclusive evidence so as to convince employers to implement these policies in their enterprises.     

The last taboo?: surfacing and supporting Emotional Labour in HR work

The emotional challenges Human Resource Professionals (HRPs) face, and the work they do in managing emotion in day to day HR practice, have largely gone unacknowledged and unsupported and yet is arguably HR’s most value-added activity. Through in-depth interviews and diary study, we uncover the emotion handling aspect of HR work. Specifically we explore Emotional Labour (EL) which, despite its centrality to HR work, remains under-researched in the HR context. By asking our participants to recount and reflect on emotive interactions, we examine HRPs’ use of EL in their relational work; how they come to learn the emotion display rules of their role; the strategies they use to cope with such emotional demands and the factors that help/hinder this process. Our contribution is to ‘surface’ emotion in HR work and identify how organisations can prepare HRPs for, and support them in, their emotion handling efforts.     

‘My Brilliant Career’? New Organizational Forms and Changing Managerial Careers in Japan,the UK,and USA

The end of the traditional management career has been heralded with supporting, albeit largely anecdotal, data. The ‘old’ career was set within internal labour markets in large organizations and characterized by long‐term stability. The ‘new’ arrangements have apparently shifted responsibility from employer to employee, with careers being developed across organizations. Such change is premised on new organizational forms and is often associated with a growing sense of employee insecurity. We explore the reality of this ‘new’ scenario through interpretation of in‐depth semi‐structured interviews conducted with middle and senior human resources managers in large firms in Japan, the UK, and USA. The data indicate that most of our case study organizations had downsized and delayered, with hybrid structural forms emerging. Career prospects were diminished, with fewer vertical promotions and a greater emphasis on lateral ‘development’; middle managers were generally resentful of such factors and forces. Although not directly reflective of ‘Anglo‐American’ business practice, similar changes to career trajectories were witnessed in Japan as in the UK and USA.     

Health and safety risks in Britain's workplaces: where are they and who controls them?

This is the first paper to identify the correlates of workplace managers' perceptions of the health and safety risks faced by workers and the degree to which workers have control over those risks. The risks that workers face and the control they have over those risks are weakly negatively correlated. Managerial risk ratings are positively associated with both injury and illness rates, but not with absence rates. The control rating is also positively associated with injury and illness rates, but it is negatively correlated with absence rates. Workers are more likely to be exposed to health and safety risks when their workplace is performing poorly and where it has been adversely affected by the recession. Union density is positively associated with risks but is not associated with workers' control over risks. Having on‐site worker representatives dealing with health and safety is linked to lower risks than direct consultation between management and employees over health and safety. However, there is no evidence that particular types of health and safety arrangement are related to workers' control over health and safety risks.     

The ‘yawning abyss’ between surface and substance: Organizational life as ‘pseudo-reality’

Organizational scholars have long studied and theorized the apparent divergence of discourse and practice in organizational settings, and how it affects leadership, management, and professional work. In this article, we review this work and connect it to an hitherto unexplored philosophical line of thought from the writings of the late Czech playwright, dissident and president Václav Havel. In 1978, Havel published an essay that discussed the consequences of the disconnect between official discourse, promoted by the communist regime, and the everyday life of Czechoslovak citizens. His ideas about the ‘yawning abyss’ between the two, and the resulting ‘pseudo-reality’, are explored in this article, as food for thought about organizational life in late modern capitalism.     

Understanding constant connectivity to work: How and for whom is constant connectivity related to employee well-being?

Over the past few decades, the widespread use of mobile work devices (MWDs: e.g., laptops and smartphones) has enabled constant connectivity to work. This study advances previous work on the effects of constant connectivity for employees by focusing on how and for whom constant connectivity might be related to employee well-being. Additionally, organizational-level antecedents of constant connectivity are investigated. This paper reports on two survey studies that a) operationalize constant connectivity and its organizational antecedents and b) investigate the relationship between constant connectivity and employee well-being. The findings demonstrate that constant connectivity is negatively related to employees' well-being due to the inability to disengage from work. Moreover, this negative association exists independently of employees' boundary preferences. The findings further suggest that perceived alignment between perceived functional, physical, and symbolic connectivity aspects of MWDs and occupational identity, susceptibility to social pressure, and the visibility of co-workers' communication practices all contribute to constant connectivity in the workplace.     

Is the doctor in? A relational approach to job design and the coordination of work

When designing jobs, the degree of specialization is a key consideration. Though functional specialization allows workers to develop deep areas of expertise, it also increases the challenge of coordinating their work. In this article, we propose the concepts of stage‐ and site‐based specialization and posit that together they can counteract the divisive effects of functional specialization. Taking advantage of a natural experiment in physician job design at a Massachusetts hospital, we explore the impact of stage‐ and site‐based specialization on coordination and performance outcomes. Building on recent interest in relational approaches to job design, this study is the first to link relational job design to relational outcomes such as coordination. Our findings have practical implications for job design in professional service settings such as education, consulting, and health care. © 2008 Wiley Periodicals, Inc.