Cynthia A. Thompson

Relationships among organizational family support, job autonomy, perceived control, and employee well-being.

The authors analyzed data from the 2002 National Study of the Changing Workforce (N = 3,504) to investigate relationships among availability of formal organizational family support (family benefits and alternative schedules), job autonomy, informal organizational support (work-family culture, supervisor support, and coworker support), perceived control, and employee attitudes and well-being. Using hierarchical regression, the authors found that the availability of family benefits was associated with stress, life satisfaction, and turnover intentions, and the availability of alternative schedules was not related to any of the outcomes. Job autonomy and informal organizational support were associated with almost all the outcomes, including positive spillover. Perceived control mediated most of the relationships.

Stress, satisfaction, and the work-family interface: A comparison of self-employed business owners, independents, and organizational employees.

Using data from the 2002 National Study of the Changing Workforce (NSCW) (N = 3,504), we examined differences among organizational employment and two categories of self-employment: independent contractors and small business owners. Our results suggest that self-employment, either as owner or independent, may allow individuals to achieve greater autonomy than would be available to them as organizational employees. However, the greater pressure associated with ownership of a small business detracts from the advantages of having autonomy, making small business ownership a double-edged sword. Those working as independent contractors appear to reap the benefits of greater autonomy as well as lower levels of job pressure.

Work and pregnancy: individual and organizational factors influencing organizational commitment, timing of maternity leave, and return to work.

The authors surveyed 86 pregnant women (73%White, 8% Asian, 7% African American, 6% Hispanic, and1% Native American) to examine individual andorganizational factors associated with organizationalcommitment and planned timing of their maternity leavesand return to work after childbirth. Women whoseorganizations offered guaranteed jobs after childbirthplanned to work later into their pregnancies and toreturn to work sooner after childbirth. Women whoperceived supportive work-family cultures were morecommitted to their organizations and planned to returnmore quickly after childbirth than women who perceived less supportive cultures. Also, women with lesstraditional attitudes toward parenting planned to worklater into their pregnancies and return to work soonerafter childbirth.

Dispositional and situational sources of control: Relative impact on work‐family conflict and positive spillover

Purpose – The purpose of this paper is to assess the relative influence of personality (locus of control) and situational control (job autonomy) on the experience of work‐to‐family conflict (WFC), family‐to‐work conflict (FWC), and positive work‐family spillover (PS).Design/methodology/approach – Using data from the 2002 National Study of the Changing Workforce (n=3,504) and from O*Net, an independent database of occupational characteristic ratings, regression analysis was used to test direct effects, relative weights analysis was used to determine the relative influence of locus of control and job autonomy on work‐family outcomes, and mediation analysis was used to examine the mediating influence of perceived job autonomy.Findings – Dispositional control (i.e. internal locus of control) was more strongly associated with the outcome variables than was situational control (i.e. objective job autonomy). As expected, internal locus of control was negatively related to WFC and FWC, and positively related to P...

On the Importance of Coping: A Model and New Directions for Research on Work and Family

In this chapter, we review empirical research evidence regarding coping and work–family conflict. Limitations and gaps associated with the existing literature are discussed. Of special note is the finding that there is little systematic research that examines the process of coping with work–family conflict. Building on the general stress and coping literature, we present a theoretical model that is specifically focused on the process of coping with work–family conflict, and highlight presumed personal and situational antecedents. Finally, the chapter concludes with an agenda for future research.

Work‐family programs: factors affecting employee knowledge and accuracy

Purpose – This paper aims to analyze the factors contributing to employee professed knowledge of work‐family practices offered by employers and the accuracy of their knowledge.Designed/methodology/approach – Survey data from four studies (ns=276, 2,877, 2,810, and 310) were used to relate employee demographics to their professed knowledge regarding the availability from their employing organizations of work‐family practices. For a subset of one study (n=140) the accuracy of employee perceptions was compared to the practice availability as reported by HR counterparts.Findings – Women, employees with dependent care responsibilities and individuals with longer organizational tenure professed greater knowledge of practice availability. Employee attitudes were more related to employee perceptions than to the actual practices as reported by their HR manager. Employees who perceived their organization as family supportive were more likely to over‐report practices that their HR managers said did not exist, rather...

Managing the Work-Life Balancing Act: An Introductory Exercise

Although work-life balance is an important issue for individuals and organizations, most organizational behavior textbooks devote only a few paragraphs to the topic or do not include it at all. This activity was designed to introduce or complement a lecture on work-life balance and does so by asking the students to consider work-life balance from both a personal and managerial point of view. The objective of the exercise is to demonstrate that employees’needs and interests are not necessarily in opposition to the organization’s interests and that working together to resolve work-life conflict can benefit both the employee and the organization.