Different Approaches to Managerial Support for Flexible Working: Implications for Public Sector Employee Well-Being

IF 3.1 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR
Fiona Buick, Deborah Ann Blackman, Miriam Glennie, Vindhya Weeratunga, Michael Edward O’Donnell
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Abstract

Improving well-being is an important human resource management issue within public sector organizations as it is linked with improved employee and organizational outcomes. A key antecedent to employee well-being is work–life balance, which can be supported or impeded by flexible working. The extent to which flexible working supports work–life balance and, ultimately, well-being depends on how flexible working is implemented, where managers play a central role. Managers can enable work–life balance by providing employees with work-family-specific support, which incorporates a range of behaviors, including facilitating access to flexible working. However, research to date says little about how and why managers engage in these behaviors and whether this differs within the same organizational context. This article addresses this gap, presenting four approaches to managerial support for flexible working: unconditional support, performance contingent support, no support, and support based upon the approval of others (transfer responsibility). It explores the reasons for each approach through the lens of Conservation of Resources (COR) theory. It suggests that different approaches create the potential for employee well-being to vary considerably within the same organizational and team context. These findings inform how to support and manage flexible working arrangements in ways that optimize well-being in the public sector.
管理者支持灵活工作的不同方法:对公共部门员工福祉的影响
在公共部门组织中,提高福利是一个重要的人力资源管理问题,因为它与员工和组织成果的改善息息相关。员工福祉的一个关键先决条件是工作与生活的平衡,而灵活工作制可以支持或阻碍工作与生活的平衡。灵活工作在多大程度上支持工作与生活的平衡,并最终支持员工的幸福感,取决于灵活工作的实施方式,而管理者在其中发挥着核心作用。管理者可以通过为员工提供针对工作家庭的支持来实现工作与生活的平衡,这种支持包括一系列行为,其中包括为员工获得灵活工作提供便利。然而,迄今为止的研究对管理者如何、为何采取这些行为,以及在同一组织背景下是否存在差异知之甚少。本文针对这一空白,介绍了管理者支持弹性工作制的四种方式:无条件支持、以绩效为条件的支持、不支持和基于他人认可的支持(责任转移)。报告从资源保护(COR)理论的角度探讨了每种方法的原因。研究表明,在相同的组织和团队背景下,不同的方法可能会使员工的幸福感大相径庭。这些发现为如何支持和管理灵活工作安排,优化公共部门的福利提供了参考。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
6.00
自引率
3.30%
发文量
19
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