The Relationship Between Flexibility Benefits Used And Work Family Conflict

Studies suggest that when the number of children in the home rise, and as the age of the youngest child decreases, there are more conflicts within the family. In establishing relationships with children, parents struggle to manage work and family, including having insufficient time to completely focus on both the necessities of work and family (Cichy, Stawski, & Almeida, 2012). Due to new job obligations, MJ experiences work stress independently, enhancing personal and financial stressors. There can be an adverse effect between job security and father-child relationship due to fathers striving to secure careers so they are able to provide for their family. As personal stressors are experienced more regularly, so are perceptions that one’s work obligations increase negative effects on their family life (Minnotte, Pedersen, & Mannon, 2013).

If the workplace of today could be characterized by a single theme, it would most likely focus on the continual presence of change. Dramatic changes in technology, the marketplace and the workforce have compelled organizations to re-evaluate not only the competitiveness of their products, but also the core ways in which work is performed. It is out of this pursuit for continued survival that organizations have been faced with the notion of varying work-schedules beyond the traditional hours of nine to five. This paper will explore the societal and business changes that have led to a proliferation in flexible work patterns. This paper will also address the benefits and disadvantages of flexible work patterns for

“A seminal study of 527 U.S. companies, published in the Academy of Management Journal in 2000, suggests that “organizations with more extensive work-family policies have higher perceived firm-level performance” among their industry peers. These findings accorded with a 2003 study conducted by Michelle Arthur at the University of New Mexico. Examining 130 announcements of family-friendly policies in The Wall Street Journal, Arthur found thst the announcements along significantly improved share prices. In 2011, a study on flexibility in the workplace by Ellen Galinsky, Kelly Sakai, and Tyler Wigton of the Families

Arlie Russell Hochschild presents an interesting phenomenon in her work The Time Bind. She explains that “The more attracted we are to the world of work, the more its deadlines, its cycles, its pauses and interruptions shape our lives and the more family time is forced to accommodate to the pressures of work.” The attempt to balance personal and professional lives is a growing challenge for today’s working parents, who are seeing a change in the amount of time they spend at work and home, all of which depends on “the nature of a person’s job, company, and life at home.” In her book, Hochschild presents a case study of employees working at Amerco, a Fortune 500 firm that “had been identified as one of the ten most ‘family-friendly’ companies in America by the Families and Work Institute, by Working Mother magazine, and by the authors of Companies that Care.” In an attempt to keep from spending money to hire workers every time a parent left his or her position, Amerco began offering “options for part-time work, job sharing, and flextime,” only to find that many employees do not take advantage for their opportunities,

Under the current economic situation and the family structure, most couples have found that it is necessary for both members of the family to stay at work once they have started a family. This can make for non-work related items to intrude on the working day.

Moreover, the author used RELATE to measure work-family conflict (WFC), marital satisfaction and constructive and destructive

Greenhause and Beutell talked about work and family conflict. In the article, Greenhause & Beutell explain, that there are three major forms of work-family conflict and they are: time-based conflict, strain-based conflict, and behavior-based conflict. The study showed that work-family conflict came when you put your time and effort in one role instead of another. Families with young children have more pressures which puts a strain on the marriage. Husband-wife disagreements about family roles and husband-wife dissimilarity in attitude toward a wife’s employment status also can contribute to family tension. Common advice people give is to "leave your work at work," because it can cause problems in the house.

According to, “Work–Family Conflict and Family–Work Conflict as Predictors of Psychological Strain: Does Social Support Matter?,” one is usually juggling through everyday objectives of life, whether it’s work, time with their family or social life eventually affects an individual’s personality, thoughts, and work habits that may drastically change the way they are with everyone who surrounds them. For instance, the article discusses the approach other social workers or psychologists gathered information in Australia through families, coworkers, and individuals to digest how one reacts to certain changes within their family or on the job, as well their personality with others. Through the eyes of a social worker, they believed they considered

To meet family demands companies must consider the bottom line and endorse these policies for workers and families. The overall benefits will out weigh any skeptical reasoning and the U.S. companies will have a willing ethical workplace for generations to come. State legislature supports the flexible work schedule to extremely help with traffic congestion; decrease fuel consumption, flexibility for employees gives more time with their families, increases morale, and improves the working environment. Change takes time to reprogram

Workplace Flexibility is the variations in work schedule that is typically a core time for employees to work; the advantages, disadvantages and benefits for both the employer and employee working either full-time positions, based on the needs of each employee that are within set parameters and approved by the immediate supervisor. Flexible Work hours, Breaks/Lunches and Short and Long Term Time off. How the schedule can add more value to effective productivity and performance of employees to improve work-life balance in the workplace.

There is a vast amount of contest surrounding the issues of whether Australian workplaces are family friendly and are able to both accommodate and promote a healthy work-life balance for employees. This essay will discuss these issues by using evidence gathered from an array of both academic and secondary sources, with particular consideration being paid to the notion and ideal of a family friendly workplace existing within Australia. The first aspect that will be discussed is the concept of a family friendly workplace and specific examples of Australian workplaces that implement such practices will be explored. Second, the legislation and union involvement that is associated with implementing family friendly policies in Australian

A great deal of research and other writings on the subject suggest that today’s typical dual earner family or a family with a working single parent is a hectic one; this is

Nowadays balancing between work and non-work life has become one of the major social and family concerns. It has been found that, working stress or family conflict may have negative impact on employee work performance and productivity (Pleck et al., 1980). The main objective of this essay is to find the prevalence of the role conflicts in work and non-work domain and probable influences of this on the family, society and the organizations at large. The discussion will start with a clear understanding of work and non-work issues. Spillover cost-benefit in work and non-work relationship will then be critically evaluated. Next, a critical evaluation on the threefold typology (extension, opposition, neutrality) of

Supervisor attitudes about employee work/life issues are critical to the success of any work-family initiative and play an integral part of two of the four components of family-friendly workplaces: workplace culture and climate and workplace relationships (see Sloan Work and Family Encyclopedia entries Family-Friendly Workplace and Work-Family Culture). In fact, one might say that supervisor attitudes are hurdles that must be cleared in order for an organization to achieve any level of “family-friendly”.

DEVASHEESH P. BHAVE, A. K. (2013). Pay satisfaction and work–family conflict across time. Journal of Organizational Behavior (34), 698–713. doi:10.1002/job.1832